Disruptive IT Trends Mobility

For the past few years, employees have been at the heart of the mobility revolution, blending personal and business technology to make themselves more productive. This “Consumerization of IT” struck at the heart of every standardized, built-for-cost enterprise infrastructure.

Now, increasingly we see enterprises taking back control over mobility as a core part of their business and IT strategies to drive revenue, enhance customer engagement, and maintain a competitive advantage. However, some are more successful than others in leveraging the opportunities mobility creates.

For the fourth consecutive year, Unisys commissioned a global study to chart the growth of mobile technology within enterprises and explore the business advantages it creates. The research conducted on our behalf by IDG Research Services reveals a new class of Mobility Trendsetters that benefit measurably from mature planning and execution of mobility programs. You may have the following questions about mobility and developing a strategy to support your mobile initiatives:

  • Who are these Mobile Trendsetters and what are they doing to get ahead and stay ahead? 
  • What can your organization learn from them about strategy, policy and governance to avoid falling into the Mobile Void? 
  • What business benefits do these Trendsetters achieve through a mature approach to mobility?

Business Impact

The Consumerization of IT effect continues to drive organizations to incorporate mobile technologies within their business models to meet the requirements and expectations of their tech-savvy employees, consumers, and citizens. This will continue to accelerate within corporate IT environments and business strategies. This is a result of new generations of consumer mobile devices – including wearable devices – proliferate and as business users continue to inter-mingle work and personal activities.

The Consumerization of IT is one of three core business drivers behind the major shift towards widespread enterprise mobility. The other key drivers are organizational needs to improve worker productivity. Worker productivity includes the support for information and transactions at any time and any place. It also enables companies to better connect with customers and partners who expect real-time interactions and ubiquitous access to products and services.

In the results of this year’s mobility research, we found a new class of Mobile Trendsetters at the top of the mobility maturity curve. These are organizations that benefit measurably from mature planning and execution of mobility programs. Looking at their best practices, we see that to get business results, organizations require careful planning, smart strategies, and consistent execution.

These Mobile Trendsetters take a concerted, holistic approach to mobility that includes strategy, business processes and formal measurement of results, and have integrated mobility into overall enterprise governance.

They start with a focus on the end user rather than the technology, and can attribute an increase in employee productivity over the past year to mobility initiatives. Now many Mobile Trendsetters are taking it to new levels by transforming business processes and focusing on customer-facing initiatives.

Mobile Trendsetters also factor the entire mobile environment in their strategies, addressing devices, apps, strong security, expense management, and employee support services targeted to employees’ specific job functions, and personal use profiles.

The research shows the further up an organization stands along the scale of mobile maturity, the greater its business gains.


Debates around Consumerization and mobility do not always have to be about opposing tendencies between choice and flexibility versus standardization and cost containment.

End users can have the choice and flexibility they demand, the IT organization can continue to safeguard cost, security and supportability, and the business can use mobility programs to drive measurable business outcomes with a mature mobile strategy. It all starts with strategic IT plans that are aligned to business strategies, and which balances the productivity and expectations of end users with the ROI, business outcome, and risk and cost management requirements of the enterprise.

In addition to help to help strike this balance, the unique needs of an organization must be translated to understandable end user computing and security policies. These are then reflected in a service framework that embraces application and device choices through a broader, role-based service catalog. This allows end users to work with the latest technologies in a way that allows them to be more productive and cost conscious, based on their job function, skill-set, work-style, and lifestyle.