Us Dges Technology Perspectives 080513
Us Dges Technology Perspectives 080513
Almost half of respondents were from consumer and industrial product companies or the financial services sector, with the remainder divided
among the following: technology, media and communications, energy and resources, life sciences and health care, and other industries.
The full survey results are included in this report; some percentages in the charts may not add to 100 percent due to rounding, or for questions
where survey participants had the option to choose multiple responses
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Contents
2 Executive summary
4 Technology: the great equalizer
8 Cloud and mobile: putting the customer first
12 The next stage: addressing security concerns
14 Conclusion: nothing ventured, nothing gained
16 Appendix: full survey results
Executive summary
In new and exciting ways, midsized companies are turning 1. Technology is seen as a catalyst for growth
to technology to help improve their business. While these Echoing the findings of Deloitte’s report, Mid-market
companies have always had a basic need to manage their perspectives: 2013 report on America’s economic engine,
resources carefully by focusing on areas that provide the respondents to our technology survey indicate that mid-
best return on their investment, increasingly, emerging market executives are optimistic about their businesses, and
technologies are providing just that. New solutions tied that growth initiatives take precedence over cost-cutting as
to the cloud and mobile are allowing middle market a priority. What’s more, they see technology as a key driver
businesses to boost back-office productivity, reach new of that growth in the year ahead. Once predominantly
customers, and reinforce their culture. seen as an expense, technology is now viewed by more
business leaders as a worthwhile investment and a source
These are among the findings of a recent Deloitte-sponsored of strategic advantage. Additionally, the advent of cloud-
survey of mid-market IT executives, who indicate they either based technology offers more affordable alternatives for
are already tapping the potential of emerging technologies, mid-market companies as they work to drive growth in
or are laying the groundwork for their adoption. Our their organizations.
respondents make it clear that they are approaching new
technologies such as cloud and mobile as they would any The linkage between technology investment and focus on
new product or service rollout: through careful assessment, growth helps explain why nearly half of those surveyed
pilot testing, evaluation, revision and development. report their companies are spending more on technology
this year than they did in 2012. A large number of those
While today’s pace of business creates a sense of urgency surveyed also say their organization sees technology playing
for companies big and small, mid-market competitors an important role in accelerating growth and effectiveness,
are finding this deliberate approach especially useful for as well as a means to both compete on a differentiated
generating early successes with limited resources. It is also basis and support efforts to globalize. Media, technology
allowing them to evaluate the various security and privacy and telecommunications companies lead the way in this
considerations in employing new technologies as they respect, but other sectors are not far behind.
continue down the road toward their further adoption.
Recognizing technology’s increasing value, the vast
Our report identifies three overarching themes as mid- majority of the mid-market companies surveyed now have
market companies work to address these and other a dedicated executive to identify, set and oversee the
considerations. technology agenda.
2 Perspectives on technology
2. New technology forays are focused on the customer surveyed say issues concerning data privacy and security
Mid-market companies are moving deliberately toward risks are giving them pause, and the issue is cited as the
greater technology adoption, in many instances focusing prevailing challenge in using cloud-based services.
on functions such as customer relationship management
(CRM) and sales force automation (SFA). At the same time, change from within — specifically,
employees’ use of mobile devices — is increasing the
Even those businesses that are just investigating cloud urgency for IT leaders to understand the security and
services say they will begin their journey with sales and privacy ramifications. Many of the companies we surveyed
customer management business activities, rather than have yet to establish policies and procedures for remote
targeting more operationally critical functions such access to data and smart phone use. As many larger
as manufacturing and finance. Many of these initial companies have done, their mid-market counterparts
technology successes have helped them make internal will likely have to proactively work to mitigate such risks
work streams more efficient, though our respondents say through organized assessments, development of plans and
they have started to look into deploying new technologies policies, and rigorous monitoring.
“outside the walls” through platforms such as consumer-
facing mobile applications. Overall, our survey suggests that change is not only coming
to the middle market, but that it has already arrived
3. Security concerns are hampering IT adoption for many companies. Leading mid-market CEOs, CFOs,
Security of information is a concern for many mid-market and CIOs appear to be embracing technology’s promise
CIOs, and it helps explain why their early deployment of as a competitive differentiator for supporting growth,
new technologies has been limited to peripheral sales maintaining an entrepreneurial culture, and increasing
support functions. Nearly four in every 10 executives we competitiveness — albeit with a healthy dose of caution.
Two decades ago, if you asked mid-market executives Technology and growth
how they planned to compete and win against larger Earlier this year, Deloitte released a survey of mid-market
competitors, they would most likely have cited a executives that found they are poised for growth despite
combination of superior strategy, adaptability, nimbleness, ongoing headwinds facing their businesses and the
execution, and talent. Perhaps the last thing you would economy at large. Mid-market perspectives: 2013 report
have expected them to prioritize was technology. With on America’s economic engine showed that mid-market
many best-in-class technology solutions plagued by high companies spent the past year taking steps to grow
price tags, IT leaders at smaller companies faced an their revenue, boost productivity, and fine-tune their
uphill climb — hindered by lack of resources, the inability competitive positions.
to focus on large implementations, and lack of access
to capital — in trying to make the case for technology Our current technology survey findings echoed this sense
investments over other pressing business needs. of optimism. Eighty-two percent of the respondents
indicate their company’s revenues increased over the last
But today, advances in cloud computing, data analytics 12 months, and nearly as many — 78 percent — report
and mobile platforms are lowering the barriers to IT they are at least “cautiously optimistic” about the business
entry and promising new insights and capabilities at a outlook over the coming year.
fraction of the cost of the more traditional systems that
were predominant in the past. Deloitte’s Tech Trends It is interesting to note the prevalence of executives
2013 report points to the power of the Postdigital who say their companies are more focused on growth
Enterprise™ — an organization that is able to harness the initiatives than cost-cutting. Deloitte Services LP’s Michael
disruptive forces of analytics, mobile, social, cloud and E. Raynor and Deloitte Consulting LLP’s Mumtaz Ahmed
cyber to more quickly understand their customers, help recently published a book based on a statistical study of
improve operations, and elevate their performance. In this thousands of companies to isolate three rules that help
emerging postdigital era, mid-market CIOs are combining explain how companies achieve exceptional results over a
such advances with breakthrough thinking in strategy, long period of time.2 One of the principles they identified
operations and human capital to gain more clout in the is to prioritize increasing revenue over reducing costs. The
organizational hierarchy.1 technology survey respondents are apparently living this
mantra, as investing in organic growth is ranked as their
Our survey results suggest that such companies’ growth top priority for 2013; cost-reduction initiatives finished a
aspirations are connected in some ways to the importance distant fourth, behind improving operational processes
they place on technology and the internal champions who and supporting technologies, which appear especially
are setting the technology agenda. The findings paint a important to family-owned businesses in the coming year.
picture of an increasingly engaged market segment that per-
ceives technology as a strategic asset, capable of supporting
organizations’ growth objectives in new and exciting ways.
4 Perspectives on technology
As telling, perhaps, is the perception among mid-market respondents who are pessimistic about the outlook. This
companies that technology is or will soon be a key driver correlation applies to actual spending on technology as
of those growth plans. Nearly half of the respondents — well, as executives at companies that increased IT spending
46 percent — report that leadership values the role that over the past 12 months are more than twice as likely to
technology plays as “strategic.” be optimistic about their business prospects (89 percent
compared to 42 percent).
What is more, respondents at companies reporting
revenue growth over the past 12 months are nearly twice As you might expect, this segment of the economy takes
as likely as those companies with decreased revenue to a cautious and practical view of technology investments.
see technology as a strategic asset. Just over one in three A third of the respondents describe their company’s IT
points to technology playing an important role toward adoption and implementation as “pragmatic” in comparison
growth and effectiveness at their company, and that they to their peers — a finding that was pronounced among life
have made a significant investment in IT. Almost half of the sciences and health care executives (53 percent). Twenty-
executives — 45 percent — say their company’s current eight percent call their company a “fast follower,” with only
level of spending on technology is higher compared to a 18 percent describing them as “visionary.”
year ago.
These characterizations are replicated in real dollars. The
The more value respondents place on technology at their majority of mid-market companies continue to commit
companies, the more likely they are to be optimistic about 5 percent or less of their revenue to IT, with executives
the business outlook. Among those who are upbeat about from companies in energy and resources and consumer
their prospects over the next 12 months, 60 percent and industrial products indicating their companies spend
believe that technology can increase their organization’s the least. More than a third of technology, media, and
A14. Technology
overall is often perceived
competitiveness, compareddifferently
to just 40 in
percent of A17. What
telecom is your company’s
executives say their current “spend”
companies on more than
spend
organizations. How does your company’s technology? (Please select one.)
5 percent on IT.
leadership value the role that technology plays?
(Please select one.)
How does your company’s leadership value the role What is your company’s current “spend”
that technology plays? (Please select one.) on technology? (Please select one.)
3
Paul McDougall, “U.S. Tech Worker Shortage Looms, Study Warns,” Information Week, March 23, 2012.
4
Barbara Adachi, Michael Gretczko and Bill Pelster, Human Capital Trends 2013: Leading Indicators, Deloitte, May 2013.
6 Perspectives on technology
Technology and leadership engagement One challenge some technology leaders, and especially
Deloitte’s Tech Trends 2013 report noted that CIOs are CIOs, continue to face is that they are not always well
in a unique position to lead change,5 and the executives connected to the business as a whole. Technology may
we polled appear to subscribe to this view. Technology lie at the heart of business strategy for many mid-market
has become important enough at mid-market companies companies, but the survey indicates that one-third of the
to warrant a dedicated executive. The IT leader’s status companies surveyed report technology investments are
and reporting relationship varies by organization. The vast frequently or always made within the business without
majority of companies — 90 percent — report having consulting the IT function. As technology becomes
a CIO or technology director, but only 35 percent say more integral to an organization’s growth, culture and
these roles report directly to the CEO or the president. competitive strategies, this finding suggests CIOs should
Even so, 51 percent report that their organization’s keep pushing to stay in charge of, or at least involved in,
executive leadership is actively engaged in emerging and the technology agenda.
next-generation technologies, with another 10 percent
indicating they are “leading the charge.”
5
Suketu Ghandi and Bill Briggs, op. cit.
8 Perspectives on technology
A21. Which basic information systems do you A27. Which cloud-based services does your
have in place? (Please select all that apply.) A27. Which cloud-based
organization services
currently use? does
(Please yourall that
select
organization currently use? (Please select all that
apply.)
apply.)
Which basic information systems do you have in Which cloud-based services does your organization
place? (Please select all that apply.) currently use? (Please select all that apply.)
Financials and accounting Financials and accounting Financials and accounting Customer Relationship Management (CRM
81.3% Financials and accounting
17.4% 21.5%
81.3%
17.4%
Human resources Human resources Enterprise Resource PlanningHuman
(ERP) resources
65.5% Enterprise Resource
17.8% Planning (ERP) 41.0% 17.8%
11.4%
Customer Relationship Management (CRM) Customer Relationship Management (CRM) Customer Relationship Management
Financials(CRM)
and accounting
54.9% Customer Relationship
21.5% Management (CRM) 54.9% 17.4%
21.5%
Data warehouse/analytics Data warehouse/analytics Human resources Sales Force Automation (SFA)
43.8% Human resources
13.9% 65.5%
15.0%
17.8%
Enterprise Resource Planning (ERP) Enterprise Resource Planning (ERP) Enterprise Performance Management
Data warehouse/analytics
(EPM)
41.0% Enterprise Performance Management (EPM)
11.4% 29.8% 13.9%
7.1%
Sales Force Automation (SFA) Sales Force Automation (SFA) Manufacturing Resource Planning
Enterprise
(MRP)Resource Planning (ERP)
31.5% Manufacturing
5.4%
15.0% Resource Planning (MRP) 22.5% Original11.4%
© 2013 Deloit
Surprisingly, two-thirds of the executives report that their Social and mobile initiatives appear to be far more
organization is either planning (34 percent) or has already important to those mid-market companies where
developed (33 percent) at least one mobile application. globalization is a significant part of their growth strategy,
But actual deployment is taking some time — a separate with nearly twice as many respondents indicating their
question reveals that customer-facing mobile initiatives are organization has distinct plans for social or mobile
underway at only 17 percent of respondents’ companies. business opportunities (55 percent, compared to 26
As with the case of cloud services, mobile’s predominant percent of respondents who disagreed that globalization is
use in the middle market is to enhance productivity in important).
internal settings: while 39 percent say mobile technology is
being used at their companies only for email, calendar and Looking ahead, more than half of the executives —
contacts, more than two-thirds of the overall respondents 55 percent — agree that mobile computing will be a
indicate that mobile computing will be used to increase differentiator for their company. Not surprisingly, those
workforce productivity. in the technology, media and telecom industry are more
committed to this view (72 percent), while life sciences and
health-care respondents were not far behind (61 percent).
These technology-dependent companies are also much
more likely than the general population of respondents to
agree that their organization has distinct plans for social or
mobile business (62 percent versus 48 percent).
A40 Which of the following best describes the A41 Where is your organization seeing the most
status of your organization’s development of a traction with respect to mobile? (Please select
mobile application? (Please select one.) one.)
Which of the following best describes the status Where is your organization seeing the most traction
of your organization’s development of a mobile with respect to mobile? (Please select one.)
application? (Please select one.)
10 Perspectives on technology
Analytics When it comes to strategic decision making, leading
As digital technology transforms the ways companies businesses are beginning to see the value of applying
reach out to customers and build their brands, it is also advanced analytics to areas such as risk management,
creating a wealth of data. At least for now, though, product development, reputation management and supply
most mid-market companies are only scratching the chain operations in a bid to remove the “unknowns” and
surface of what data can reveal about their customers detect early signals of change. To stay competitive, mid-
and future market opportunities, according to our survey. market companies should continue to evolve in their use of
The majority of executives — 58 percent — report that analytics by turning to customer data not just to support
their organization’s focus on analytics is using data to their marketing decisions, but to manage processes and
help manage the business, while 16 percent say analytics deliver new insights between and across functional areas
are being used to review historical data. Only one in throughout their organization
five reveals that their company is focused on leveraging
analytics to facilitate predictive decision-making.
Mid-market companies may be putting plans in motion to Despite security issues with emerging technologies, many
seize the opportunities afforded by new technologies such of the respondents indicate they do not have policies
as cloud and mobile, but it is clear that security concerns and procedures in place to manage the growing array of
are acting as a speed bump on the road to adoption. In devices employees are using to conduct their work. Nearly
other cases, companies may be overlooking key security a quarter of the executives reveal that their companies
aspects of new technology initiatives, potentially creating subsidize device purchases made by employees. Nearly a
risks for the organization. fifth of the companies in the survey have official “Bring
Your Own Device” (BYOD) policies, where the firm
“There is no such thing as hacker-proof,” Deloitte’s Tech subsidizes data and voice charges.
Trends 2013 report concluded, given how well-resourced,
capable and methodical cyber criminals are these days.6 While this trend is accelerating the mid-market’s evolution
This growing threat suggests organizations move from toward adopting new technologies by forcing change
a reactive stance to a more proactive position, creating from within, it may be getting ahead of companies’ ability
a systematic enterprise-wide program to quickly detect, to prepare for it. Slightly less than two-thirds say their
isolate and contain an event when it occurs. company has an integrated set of policies and procedures
for remote access to data and smart phone use, and less
Confidence in information security is top of mind for than half say they have policies relating to tablets, social
our respondents, as 35 percent see the issue as the media, and instant messaging.
greatest challenge in deploying or using cloud-based
services. Ensuring data integrity and reliability ranks a As emerging technologies begin to take firmer root in the
close second (30 percent). We know that were it not for middle market, forward-thinking leaders should work to
security concerns, mid-market companies would likely proactively mitigate potential business risks by building
be embracing the cloud more. Nearly four in every 10 the requisite due diligence and security strategies into
executives surveyed say issues concerning data privacy their technology plans. Adopting a different mindset, one
and security risks are holding them back from adopting in which security and technology are incorporated into
cloud-based services. Of those respondents, security is the the business planning cycle, can empower mid-market
predominant concern among 76 percent of them; that companies to stay ahead of the adoption curve.
figure rises to 84 percent at public companies.
6
Kelly Bissell and Kieran Norton, “No Such Thing as Hacker-Proof,” Tech Trends 2013: Elements of Postdigital, Deloitte, January 2013.
12 Perspectives on technology
A31 What is the most significant factor A32 What are the data privacy and security risk
influencing the pace of your organization’s issues of concern to your company? (Please
current adoption of cloud-based services? select all that apply.)
(Please
What is select one.)
the most significant factor influencing the What are the data privacy and security risk issues of
pace of your organization’s current adoption of concern to your company? (Please select all that apply.)
cloud-based services? (Please select one.)
Security
76.0%
Reliability/performance
55.3%
Other
Understanding business drivers and 2.2%
value proposition of cloud . . . . . . . . . . . 12.9%
None of the above
Issues concerning data privacy 0.6%
and security risks . . . . . . . . . . . . . . . . . . 38.4%
© 2013 Deloit
Our technology survey findings reveal that a slice of the mid-market is taking
bold steps toward tapping the significant value of new technologies such
as the cloud, social, and mobile. But these findings also point to a careful,
measured approach, perhaps to reduce risk.
Still, there comes a time when every company with growth aspirations
should venture into unfamiliar terrain. New technology brings new risks,
but risk is already omnipresent. We see it in the regulatory environment,
the nature of competition, corporate culture, geopolitics, and many other
aspects of business. Risk is a given, and a way to avoid it altogether is to shy
away from opportunity.
14 Perspectives on technology
Leaders of mid-market companies may want to ask themselves:
• Are we taking advantage of the lower cost of entry, flexibility, and reduced
implementation time offered by cloud-based technology?
• Given that mobile is not a trend, but rather a proven, valuable platform,
do we have a strategy to better connect our people and get closer to our
customers?
• Are we successfully complying with the regulatory and internal
requirements around confidentiality, data protection, and security?
• How can we get more insights out of our analytics efforts?
Some positive next steps include evaluating the potential of better and higher
value use of technology, especially cloud and mobile, while establishing
processes for managing it. Based upon the survey results, it appears that it is a
journey well worth taking for growing and successful mid-market companies.
The English poet Geoffrey Chaucer couldn’t have fathomed what would be
technologically possible more than six centuries ago, but his take on risk still
resonates today: “Nothing ventured, nothing gained.”
Note: some percentages in the charts throughout this report may not add to 100% due to rounding,
or for questions where survey participants had the option to choose multiple responses.
Acknowledgment
We would like to thank all survey participants, whose responses helped determine the focus of this report.
Business strategy and growth
A7. Over the last 12 months, my company’s A9. Based on your company’s performance over A12. Please rank your company’s top three
revenue has… A12.do
the past 12 months, how Please rank your
you expect yourcompany’s top
A12.three
strategic
Pleasepriorities over
rank your the next 12
company’s topmonths
three in
company’s headcount strategic
A12.toPlease
change priorities
over
rank the
your over
nextthe next
company’s top12 months
order
strategic
A12.
threePlease inrank your
of importance.
priorities over the next 12
company’s topmonths
three in
year? order
strategic
A12. of
Pleaseimportance.
priorities overcompany’s
rank your order
the next 12top
months
A12. ofinimportance.
strategic
three
Pleasepriorities over
rank your the next 12
company’s topmonths
three in
Over the last 12 months, my company’s revenue has… order
Based on your company’s of
strategicimportance.
priorities over
performance the next 12order
overthe Please of
strategic
months importance.
in
rankpriorities over the next
your company’s 12 months
top three in
strategic
past 12 months, howorder of expect
do you importance.
your company’s order of importance.
priorities over the next 12 months in order of
headcount to change over the next year? importance.
© 2013 Deloit
18 Perspectives on technology
A20. How would you describe the role of A21. Which basic information systems do you A32 What are the data privacy and security risk
executive leadership in your organization with have in place? (Please select all that apply.) issues of concern to your company? (Please
regard to emerging and next-generation select all that apply.)
technologies (including cloud, mobile and
How would you describe the role of executive lead- Which basic information systems do you have in What are the data privacy and security risk issues
social)? (Please select one.)
ership in your organization with regard to emerging place? (Please select all that apply.) of concern to your company? (Please select all that
and next-generation technologies (including cloud, apply.)
mobile and social)? (Please select one.)
They are leading the charge Financials and accounting Security Financia
10.0% 81.3% 76.0%
They are passive, but willing to be engaged Customer Relationship Management (CRM) Long-term viability of platform providers Custome
25.8% 54.9% 37.4%
They are actively obstructing change Enterprise Resource Planning (ERP) None of the above Enterpris
1.7% 41.0% 0.6%
Manufacturing Resource Planning (MRP) Does your organization have an integrated set of Data wa
22.5% policies and procedures for the following? (Please
select all that apply.)
Other Other
4.1% 4.1%
Remote access to data
64.6%
Smart phones
63.9%
Tablets
46.8%
Instant messaging
37.3%
© 2013 Deloit
Always; IT is limited to “keep the lights on” Significantly . . . . . . . . . . . . . . . . . . . . . . 53.2% The focus is on current data
and business units are responsible Somewhat . . . . . . . . . . . . . . . . . . . . . . . 43.8% used to manage the business . . . . . . . . . 57.9%
for their own new technology . . . . . . . . 7.8% Not at all . . . . . . . . . . . . . . . . . . . . . . . . 3.0%
The focus is on predictive data,
Frequently; functional/business unit leads providing insight into the future . . . . . . . 20.2%
subscribe to cloud offerings or maintain
dedicated technology staff . . . . . . . . . . . 24.9% The focus is on retrospective
(historical) data . . . . . . . . . . . . . . . . . . . 16.2%
Rarely; only small requests that require
minimal effort will be directly sourced . . . 44.9% None of the above . . . . . . . . . . . . . . . . . 5.7%
Never; all IT spend must be overseen
by the IT organization . . . . . . . . . . . . . . . 22.4%
A24 How easy is it to find qualified technology A25 How easy is it to find qualified technology
resources within your organization to support resources in your marketplace to support your
your business needs? business needs?
How easy is it to find qualified technology How easy is it to find qualified technology
resources within your organization to support your resources in your marketplace to support your
business needs? business needs?
Fairly easy, with some difficulty Fairly easy, with some difficulty
locating specialized skill . . . . . . . . . . . . . 64.2% locating specialized skills . . . . . . . . . . . . . 65.2%
Not easy, with significant difficultly Not easy, with significant difficultly
locating qualified and/or locating qualified and/or
affordable resources . . . . . . . . . . . . . . . 17.8% affordable resources . . . . . . . . . . . . . . . 16.1%
© 2013 Deloit
20 Perspectives on technology
The cloud
A30. Regarding your organization’s interest in
A27. Which cloud-based services does your the potential opportunities cloud-computing
organization currently use? (Please select all that offers, what business functions are you
apply.) considering? (Please select all that apply.)
Which cloud-based services does your organization Regarding your organization’s interest in the
currently use? (Please select all that apply.) potential opportunities cloud-computing offers,
what business functions are you considering?
(Please select all that apply.)
For
appendix
27
Confidence in information security . . . . . 34.6% Mature; successful deployments Understanding business drivers and
(e.g., ERP, CRM, HR) . . . . . . . . . . . . . . . . 9.2% value proposition of cloud . . . . . . . . . . . 12.9%
Ensuring data integrity and reliability . . . 30.0%
Building; in the deployment phase of Issues concerning data privacy
production for cloud-computing services . . 26.0% and security risks . . . . . . . . . . . . . . . . . . 38.4%
Complexity of integration with
core systems . . . . . . . . . . . . . . . . . . . . . 20.2%
Experimenting; pilot projects started Integrating with existing applications
Business processes and workflow or being planned . . . . . . . . . . . . . . . . . . 20.6% and infrastructure . . . . . . . . . . . . . . . . . . 25.3%
management . . . . . . . . . . . . . . . . . . . . . 12.9%
Investigating; interested in the potential Funding, staffing and talent . . . . . . . . . 10.3%
Other . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3% opportunities cloud computing offers . . . 21.2%
No need at this time . . . . . . . . . . . . . . . 13.1%
No action; still waiting
to take concrete steps . . . . . . . . . . . . . . 13.6%
© 2013 Deloit
22 Perspectives on technology
A33. For each of the following functions, please
describe each function’s relationship to the
cloud.
Data warehouse/analytics
14.2% 13.7% 34.9% 37.2%
Human resources
16.0% 14.6% 28.7% 40.7%
Already cloud-based In the process of moving to the cloud Considering moving to the cloud No interest in moving to the cloud
© 2013 Deloit
A36 How would you describe your A37. Which of the following most closely describes yourA38
organization’s
Please indicate
current
yoursituation
level of agreement
with
organization’s mobile device policy? (Please respect to mobile technology (e.g., the use of smart phones,
with the
tablets,
following:
remote“Iaccess
believetothat
datamobile
and
select one.) instant messaging as ways to communicate)? (Please select
computing
one.) will be a differentiator for my
How would you describe your organization’s mobile Which of the following most closely describes your Please indicate your level of agreement with the
company.”
device policy? (Please select one.) organization’s current situation with respect to following: “I believe that mobile computing will be
mobile technology (e.g., the use of smart phones, a differentiator for my company.”
tablets, remote access to data and instant messaging
as ways to communicate)? (Please select one.)
Mobile applications are being actively used for Mobile technology is being used only Strongly agree . . . . . . . . . . . . . . . . . . . . 13.9%
customer engagement (B2C), workforce for email, calendar and contacts . . . . . . . 38.8% Agree . . . . . . . . . . . . . . . . . . . . . . . . . . 41.4%
productivity (B2E), and business-partner Neither agree nor disagree . . . . . . . . . . . 29.2%
interaction (B2B) . . . . . . . . . . . . . . . . . . 51.5% Customer-facing mobile initiatives
Disagree . . . . . . . . . . . . . . . . . . . . . . . . 12.9%
are under way . . . . . . . . . . . . . . . . 16.5%
Strongly disagree . . . . . . . . . . . . . . . . . . 2.6%
Mobile device purchases are subsidized
(employees are fully or Mobile applications are being actively used
partially reimbursed) . . . . . . . . . . . . . . . . 23.0% for customer engagement (B2C),
workforce productivity (B2E) and
business-partner interaction (B2B) . . . . . 14.4%
We have a “Bring Your Own Device” policy
(BYOD) where employees use their own mobile Several mobile application pilots/trials
devices for work and the organization subsidizes are under way, and/or a roadmap of
the data and/or voice charges . . . . . . . . 19.5% mobility initiatives exists . . . . . . . . . . . . 11.2%
Other . . . . . . . . . . . . . . . . . . . . . . . . . . 1.7% Considering potential opportunities to introduce
mobility to the enterprise, but no
None of the above . . . . . . . . . . . . . . . . . 4.3% implementations have been started yet . . . 10.7%
Please indicate your level of agreement with Which of the following best describes the status Where is your organization seeing the most traction
the following: “Mobile computing will increase of your organization’s development of a mobile with respect to mobile? (Please select one.)
workforce productivity at my company.” application? (Please select one.)
Strongly agree . . . . . . . . . . . . . . . . . . . . 18.7% We currently have developed at least Business to employee . . . . . . . . . . . . . . . 37.3%
Agree . . . . . . . . . . . . . . . . . . . . . . . . . . 50.4% one mobile application . . . . . . . . . . . . . 33.0% Business to consumer . . . . . . . . . . . . . . . 37.3%
Neither agree nor disagree . . . . . . . . . . . 23.2% Business to business . . . . . . . . . . . . . . . 25.4%
We are planning on building at least one
Disagree . . . . . . . . . . . . . . . . . . . . . . . . 6.7%
mobile application in the next year . . . . . 34.4%
Strongly disagree . . . . . . . . . . . . . . . . . . 1.1%
We are not planning on building a mobile
application in the next year . . . . . . . . . . . 32.6% © 2013 Deloit
24 Perspectives on technology
A42 What is the most valuable business benefit A45 Which of the following best describes your
that mobile solutions can contribute to your organization’s plans for social or mobile
organization? (Please select one.) business? (Please select one.)
What is the most valuable business benefit Which of the following best describes your
that mobile solutions can contribute to your organization’s plans for social or mobile business?
organization? (Please select one.) (Please select one.)
Provide efficiency and effectiveness gains They are managed as distinct initiatives,
for internal workforce by deploying but with some coordination
mobile tools . . . . . . . . . . . . . . . . . . . . . . 51.5% between efforts . . . . . . . . . . . . . . . . . . . 28.2%
Improve customer engagement through They are tightly linked, but distinct,
mobile channels for marketing, loyalty, initiatives . . . . . . . . . . . . . . . . . . . . . . . . 19.1%
service/customer care,
and transactional capabilities. . . . . . . . . . . 26.6% They are managed as independent
initiatives . . . . . . . . . . . . . . . . . . . . . . . . 15.5%
Increase market share and revenue via
They are managed as a single initiative
mobile enablement of sales force . . . . . . 14.6%
(or by same leadership team) . . . . . . . . . 12.7%
Improve asset efficiency by embedding
communication capabilities into equipment Not applicable; social or mobile business
not currently connected . . . . . . . . . . . . . 4.7% is not our strategic roadmap . . . . . . . . . 24.5%
A43 Please indicate your level of agreement A44 Please indicate your level of agreement
with the following: “Social or mobile computing with the following: “My organization has
will affect my company's business in the coming distinct plans for social or mobile business.”
year.”
Please indicate your level of agreement with the Please indicate your level of agreement with the
following: “Social or mobile computing will affect following: “My organization has distinct plans for
my company’s business in the coming year.” social or mobile business.”
What was your company’s 2012 annual revenue in Which of the following best describes your title? In what sector does your company operate?
U.S. dollars?
Between $100 million and $249.99 million Owner/partner Consumer & Industrial Products
27.3% 9.2% 25.5%
Between $250 million and $499.99 million Board member Energy & Resources
24.5% 1.9% 7.8%
Between $750 million and $1 billion President Life Sciences & Health Care
15.0% 3.2% 7.8%
CIO Other
7.9% 21.2%
COO
3.6%
Other C level
5.2%
Head of department
7.5%
Controller
3.6%
Senior director/director
8.4%
Senior manager/manager
12.4%
© 2013 Deloit
26 Perspectives on technology
A3. Which of the A4. following
Is yourdescribes
company public
A4. orIs your company public or A5. If private, which category
A5. If best
private, which ca
your level of knowledge
private?regarding private? describes your company? describes your compan
your organization’s information
Which of the following describes your level
technology? Is your company public or private? If private, which category best describes your
of knowledge regarding your organization’s company?
information technology?
© 2013 Deloit
© 2013 Deloit
28 Perspectives on technology
Contacts
Tom McGee
National Managing Partner
Deloitte Growth Enterprise Services
Deloitte LLP
[email protected]
Harvey Michaels
National Consulting Leader
Deloitte Growth Enterprise Services
Deloitte Consulting LLP
[email protected]
Irwin Goverman
Principal
Deloitte Technology Strategy and Architecture Services
Deloitte Consulting LLP
[email protected]
Bob Rosone
Director
Deloitte Growth Enterprise Services
Deloitte LLP
[email protected]
Acknowledgments
A special note of appreciation to the following Deloitte Consulting LLP contributors to
this report: Bill Briggs, Chris Jackson, Mariahna Moore, Mark White, and Jeff Alderton.
Perspectives
This report is just one example of Deloitte research on
topics of interest to mid-market private companies.
Presented by Deloitte Growth Enterprise Services,
Perspectives is a multifaceted program that utilizes live
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