At this year’s itSMF Australia LEADIT14 Conference I am speaking about what the BYOD revolution means for ITSM evolution. I will be looking at each of the 26 ITIL processes and how they will need to change or adapt in the face of BYOD.
Whether we like it or not, BYOD is here to stay.
Recent research by Gartner states that by:
- 2016, 38% of companies expect to stop providing devices to workers
- 2017, half of employers will require their employees to provide their own devices
- 2020, 85% of companies will provide some sort of BYOD program
Despite the challenges that BYOD brings the proven benefits of BYOD can be recognised with a sound BYOD strategy. Increased productivity, increased staff satisfaction, attraction and retention of talent are some of the benefits that can be realised.
The ITSM processes within the ITIL Service Strategy are pivotal in ensuring that you get your BYOD strategy right.
Start with Strategy Management for IT Services. Is the driver for BYOD within your organisation the result of senior managers wanting to access corporate data on their latest device? Or does it align with the organisational strategy and business drivers such as cost reduction, increased productivity, increased mobility, talent attraction and retention, competitive advantage etc.
How will BYOD enable the organisation to achieve its business outcomes?
Once it has been decided that BYOD is an integral part of the organisational strategy, the strategy for the BYOD service can be defined during the Service Portfolio Management process and documented in the Service Portfolio.
The Service Portfolio Management approach of ‘define, analyse, approve and charter’ applies to the BYOD service as it does to any other service under consideration as an offering to the organisation.
Questions that need to be asked during ‘Define’ include:
- Which employees, employee groups or user profiles need access to BYOD?
Does BYOD extend to consultants, contractors, partners etc?
- What sort of mobility is required and by which employee groups? Are they home based, office and home, on the road?
- What types of devices will they want to use?
- What privileges or permissions do they need?
- What data will they need access to?
- What is the risk profile of the data?
- What applications do they need?
- When will they need access to resources and which resources?
- What functionality will they need e.g. initiate web-conferences, run reports on corporate data, access HR systems etc?
- What integrations will be needed e.g. CRM, ERP etc?
- What is the best way to engage employees to accommodate modification necessary to their devices for security such as encryption or authentication?
- How will devices be supported? Do we outsource support? Do we ‘time-box’ support in that support only spends so long trying to resolve an issue and after that the user is on their own? Do we only support commonly used devices?
The list goes on.
Service Portfolio Management will also need to look at what will be contained within the BYOD policy. The trick – and easier than it sounds – is to come up with a common-sense policy that allows employees to use their devices without jeopardising security.
The reason I say this is that recent research of 3,200 employees between the ages of 21 and 32 (the Gen Y demographic) revealed that more than half (51%) of the study’s respondents stated that they would bypass any BYOD policy at work.  We have to recognise that these workers were raised to consider access to information a right, not a privilege. They are accustomed to being connected to information – and one another – at all times.
There is not enough space in this article to go into detail about what should be included in a BYOD policy but there is much available on the subject via the Internet.
When the BYOD service has been defined, analysed and approved, it can then be chartered.
Service Portfolio Management will need to ensure that the provision of BYOD as a service remains viable and where it is not, consider whether elements of the service can be retired.
Financial Management will need to investigate the cost of providing a BYOD service including the Return on Investment (ROI) and Return on Value (ROV). Whilst organisations may realise cost savings through reduced hardware purchases and perhaps support costs, there may be increased costs in additional security and administrative systems and infrastructure investment.
Organisations may have to provide equipment allowances such as employee interest-free loans for new devices, stipends etc. and allowances for applications purchased for work-related purposes. These additional costs need to be weighed up against the inherent purchase and support cost savings of BYOD along with the ROV of employee engagement, retention, satisfaction, and productivity.
Financial Management needs to consider aspects such as – who pays for the device usage? If an organisation only wants to recompense for work related calls and data, this could put a large burden on the financial team who will have to validate all claims. This poses a challenge to forecast and manage cash flow.
Business Relationship Management (BRM) is crucial in the establishment of a BYOD service and determination of the business need behind why people want to use specific devices. Is it just a new fad or is there a real business driver? BRM should work with the business to look for business efficiencies and technology advances that can make jobs easier or provide benefit to the organisation.
Demand Management will be pivotal in determining the demand for the service? Where and when will the demand come from?
So that is just a taster of how the Service Strategy processes will need to operate to support BYOD.
If you want to hear how all the other ITSM processes will have to adapt for BYOD, come and hear my presentation at LEADIT14. We haven’t even touched on Information Security yet!!
This article was originally written for the ITSM Review – media partner for LEADIT14.