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ConclusionNow that Android smartphone have taken the market share lead from Apple, with no signs this will be reversed, IT organisations should create a strategy to deal with this change. It is often claimed that Android is not suitable for enterprise, due to poor security or fragmentation. However our analysis finds this to be more myth that fact, and some simple strategies can be used to deal with both issues.

IT organisations that selectively support Android devices will have access to a larger pool of devices with a more diverse set of capabilities(form factors, price points, features and manufactures). This gives a broader range of capabilities, which benefits the business by ensuring the selected device is fit for purpose rather than forcing one device to all use cases.

Related Articles:

"Preparing for Android: Part 1" IBRS, 2012-12-31 00:00:00

Conclusion: IT organisations are under significant pressure to allow employees to use their own smartphones and tablets at work. Many organisations support Bring Your Own (BYO) iPhone but are reluctant to support Android due to perceived security and/or management weaknesses.Now that Android has decisively taken the market share lead from Apple this position will become difficult to maintain. IT organisations, especially those in Transport or Health, should re-examine the support issues and develop a management and security model to accommodate Android.

Related Articles:

"Preparing for Android: Part 2" IBRS, 2013-01-28 00:00:00

Conclusion: Windows 8 desktops are being largely sidestepped by IT managersresponsible for desktop deployments in the enterprise, with many desktop managers suggesting Windows 7 will reign supreme for at least the next 5-7 years. However, many of these managers do see a role for Windows 8 as a solution for enterprise mobility. Windows 8 tablets address most desktop manager’s concerns: manageable, secure, support for existing software and software deployment methods. But users have a very different set of concerns. Desktop managers need to base future solutions on the users’ concerns first and foremost, which means that Windows 8 tablets, or any device for that matter, will not be a panacea for mobility.

Sometimes IT managers feel like Santa: lots of kiddies storming their armchair, sitting on their laps, demanding the latest must-have toys. But unlike Santa, IT managers don’t have a secret ice bunker full of unpaid yet highly-skilled elves, nor can they deploy their gifts faster than the speed of light via magic flying reindeer. No. Instead, they’re lumbered with the financial constraints of The Grinch.

The only hope for them is to figure out the most popular gift and give it to all the kids. This year’s must have gift is mobility. No question about it, it’s the hands-down favourite toy of screaming kiddies and frustrated executives the world over.

Conclusion: Based on their exposure to consumer technology (iPhone/iPad) Business Executives and Managers are demanding mobile solutions for their knowledge workers and field service staff. Rather than rush to a solution for one group’s needs (which may create a siloed solution and a barrier to further projects) define an enterprise mobility strategy that enables current and future mobility project to be quickly and effectively built.

A mobility strategy can be built in less than three months and must start with use cases. This leads to device selection, which must focus on user experience rather than the IT organisation’s concerns.

Conclusion: The cost of Flash Memory, a high-speed alternative to disk storage, has declined to the point that it is now economical to use in a broad set of cases. This has spawned a large number of Flash based products, often from start-ups, that offer an adjunct, or alterative to, Disk. The different approaches, and the conflicting technology claims, make product selection complex. When coupled with a high capital price, technology risks, and the viability of start-ups, purchasing Flash products carries a high risk for the next few years.

IT organisations should only purchase Flash devices tactically when a sufficiently strong benefit justifies the risk. Over the next five years the cost of Flash will decline by a factor of 10, and the technology and vendors will mature, making it suitable for mainstream use.

Conclusion: For the last 20 years an organisation’s applications and data have been largely accessed from a Windows desktop. While the Windows desktop will remain an important access platform, IT organisations will be expected to also enable access via mobile device and to support Software as a Service (SaaS) applications.

The first step is to shift paradigms from “delivering a standardised desktop” to “enabling access from a range of devices and form factors using multiple delivery methods”. The second step is to choose between a best-of-breed or integrated platform strategy for the management platform.

Conclusion: CIOs need to decide if they will invest in the practice of enterprise architecture and if so, how to approach it. Many CIOs choose to invest in enterprise architecture for the wrong reasons: because other organisations are doing it or because a consultant says it is “best practice”. Instead CIOs should consider which enterprise architecture functions would provide specific benefits, given the functions that are already provided in the organisation.

In the last four years the mobile device space has undergone a major transformation as Apple redefined the market, first with the iPhone and then the iPad. In that period Apple created a mobile device business with revenues that exceed the total of all Microsoft’s revenues1!

Microsoft, long the dominant desktop software vendor, has struggled in the mobile device market and has fallen out of favour with the consumer and the enterprise for mobile devices. A recent survey2 of the smartphone installed base in the US shows the iPhone has 34% of the market, Android 51% of the market and Windows mobile 4%.

Conclusion: In the last two years VMware’s desktop vision has undergone a profound transformation from a narrowly focused VDI (a centralised, virtualised desktop) strategy to a broader Dynamic Desktop1 strategy that supports Physical and Virtual desktops and Software as a Server and mobile applications. Despite this change, for the next 18 months VMware will continue to trail Citrix, which has greater desktop experience and had all the elements of a Dynamic Desktop since 2009.

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