Mobility in the Enterprise: Who Should Hold the Hot Potato?
Bringing mobility to the enterprise is like wrestling with an octopus. Here's how Electronic Arts, Case Western University and Needham Bank are taming the beast.
Thu, September 12, 2013
Computerworld — On this we can agree: Mobility is a matrix of madness for enterprise IT.
The current explosion of tablet, smartphone, netbook and laptop options creates a complicated hardware equation. Cross-platform or OS-specific application development affects software, security and management decisions. The desire to give both customers and employees access to back-end enterprise applications is just one more monkey wrench in the mix.
"Mobile is changing all the rules, whether you're on the IT side or the line-of-business side," says Bob Egan, CEO of Sepharim Group, a Boston-based mobility consulting firm. "We've gone from a homogeneous environment to a heterogeneous environment with multiple screens and operating systems. It's a capacity issue, a security and authentication issue and a policy issue. It's a brave new world for organizations to deal with."
So how do you manage the madness? Should you, for example, do the following?
- Hire a mobile wrangler to corral efforts, and make him or her the arbiter of interfaces and back-end architecture access, as Case Western Reserve University has done? If so, to whom should that person report?
- Create a separate, ad hoc group to get your company quickly and creatively up to speed on mobility, as gaming company Electronic Arts did? If so, should those responsibilities eventually roll back into IT?
- Establish a group that functions as center of excellence for mobile, as Boston-area Needham Bank has done? If that's viable, then how should it be staffed and who should oversee it?
While there is no one right answer, IT managers and analysts agree the stakes are high.