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Mobility A Catalyst to Re-Evaluate Business Processes, Says IDC

  • 06 March, 2006 14:59

<p>NORTH SYDNEY, March 6, 2006 - IDC's latest research has found that organisations transitioning into the "2nd Wave" in enterprise mobility deployment need to re-engineer their fundamental business processes if they want to realise the full potential of a holistic and enduring mobility strategy as part of their ongoing business practice.</p>
<p>"Select Australian industries lead the charge in enterprise mobility adoption, not as a land-grab, but because mobilising was necessary to evolve better business practices. These industries are moving beyond what is necessary - namely, mobilising email and changing their fundamental business processes. Embracing change is a true sign of business leadership", said Jerson Yau, IDC's Wireless &amp; Mobility Associate Analyst.</p>
<p>The study titled, "Secret Of My Success: Australian Enterprise Mobility Case Studies" presents the thoughts, feedback, and sentiments of select business verticals - Banking &amp; Finance, Logistics &amp; Transportation, Manufacturing, Services - as participants of a focus group study conducted by IDC. These business verticals were chosen because they were leading early adopters of mobility solutions and have deployment experience with the players in the mobility ecosystem.</p>
<p>Key findings in the report include:</p>
<p>• All four business verticals adopt mobility strategies relevant to them with unique schedules for pilots, scope for deployments, device allocation, in-house/outsourced development, and diverse business decision processes on choosing an enterprise mobility strategy.</p>
<p>• The Logistics &amp; Transportation industries are inherent leading adopters of mobility solutions due to the very nature of their core business. The other three verticals are similarly advanced in terms of specific employee workgroups who sub-mobilise ahead of the organisation as a whole.</p>
<p>• Email is the unanimous business mobile application to be deployed first amongst the four verticals. However, looking forward, there is a need for the coupling of email into a unified collaborative environment that will help to catalyse the advent of the "2nd Wave" of enterprise mobility.</p>
<p>• Security concerns over an organisation's infrastructure are magnified when a mobility strategy is put forth for consideration. Business practices and business sense usually override the immediate desire to competitively mobilise, especially for verticals such as Banking &amp; Finance and Services.</p>
<p>• IDC recommends that players in the enterprise mobility ecosystem communicate directly to organisations' decision makers as a best practice, be mindful of a business vertical's propensity to risk as part of their mobility strategy, sub-mobilise an organisation's crucial adopters, and position themselves as a "super vendor" – one who can do it all better than anyone else.</p>
<p>IDC research: Secret Of My Success: Australian Enterprise Mobility Case Studies
http://www.idc.com.au/research/document.asp?document_id=371</p>
<p>If you would like further information or to purchase IDC research, please contact Gary Clarke, IDC Associate VP of Sales via email gclarke@idc.com or phone 02 9925 2226.</p>
<p>For press enquiries please contact:
Jerson Yau,
Associate Analyst, Wireless &amp; Mobility,
Email: jyau@idc.com,
Phone: 61 2 9925 2205</p>

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