Overview: A former manager used to say, "Bad news given early enough is just news." Detailed planning, by itself, isn't going to be enough to let an organization thrive in a BYOD environment. BYOD confounded traditional management and IT infrastructures because it democratized technology. It made the users powerful and raised the expectations that they would be increasingly in charge of their computing environments and, by extension, the ways that they got their work done.
So, what's a manager to do? Should the IT director just say that anything goes? Should the purchasing department authorize all device and app expenses because the users know best? Parents often feel outclassed by their children with regard to mobile devices. ". It's so easy for them. These kids know it all," the parents say. "They grew up with it." In their complaints, parents profess their own ignorance. They know that their kids know more than they do and they don't like it at all. As a result, many parents have abdicated their responsibilities to be the adults. It turns out that the kids, for all of their apparent proficiency, don't really know that much. They might know how to take pictures and post them to Snapchat, but most don't know much about photography. They can type while not looking at the keyboard, but not know much about writing. They can find an answer with Google, but haven't developed the analytical skills needed to put those facts into a cogent argument.
The kids will learn how to do those things when the adults start acting like grown-ups. So, too, will BYOD become a source of innovation when management recognizes that it something to both teach and learn. Managers are responsible for setting business direction. IT directors are responsible for keeping the technical infrastructure in working order and making sure that the corporate assets are secure from attack or accidental injury. The issues that surface in the BYOD world are often seen as simply technical – managing wireless access and app compatibility, for example. It can get very complex very quickly, involving regulatory requirements, capital costs, and expensed items. The continuous delivery model of the app development environment can mean that last week's training materials was rendered obsolete by this morning's update. We'll review the technical, managerial, and cultural impact of BYOD. We'll see how companies large and small have handled wireless security, data privacy, and rapid release cycles We'll see how just-in-time principles, long established in the lean manufacturing environments, can be applied to training and support, helping to ensure that both technical knowledge and company policy is delivered at the most appropriate and useful time. We'll see how employees with a lot of business knowledge can teach and learn from the technical wizards. It'll take time, effort, and adaptability both policy and practice. Time, effort, and adaptability need to be in equilibrium. Reducing one requires an increase in the other. You do the math.
Why Should You Attend: Any manager who seeks to manage the Bring Your Own Device (BYOD) environment first has to understand why people are bringing their own smartphones and tablets to work. What do the employee see as such an advantage that they're willing to risk the wrath of the IT department? What can the IT department, in turn, learn from the employees to make a better overall solution?
When employees first started bringing their own devices to work, it caught many departments by surprise. As the iPhones and iPads proliferated, the usage bumped into technical limitations with a wireless infrastructure that wasn't ready or an email system that didn't easily segregate personal from business correspondence. Managers who were surprised reacted badly. They hunkered down and relied on corporate policy. They were charged with being obstructionist because they wouldn't let iPad users install an app that made it easy for field personnel to have a video conference with the engineering team. The troubles led to meeting which led to reports and plans that promised solutions in 12-18 months, by which time a whole generation of mobile phones would have come and gone. Many companies and departments have struggled and failed to contain the BYOD phenomenon.
They acted like Mordac the Preventer of Information Services (also known as Mordac the Refuser) from the Dilbert strip. They lost because they didn't understand that the BYOD was just one small part of the changes in the world of work. That lack of understanding was symptomatic of a more profound and serious lack of understanding about the changes in economy and the kind of organizational agility needed to thrive.
Areas Covered in the Session:
Who Will Benefit:
Karl Hakkarainen In his three decades in IT, Karl has developed training and instructional materials for smartphones, mainframes, and the range of systems in between. Three key principles shape his approach to training: content, just-in-time information, and lifelong learning. Information about tasks or products is transitory while the need to learn something new is on-going. Karl has been a manager, engineer, writer, and trainer for large corporations and as an independent consultant. He is a regular contributor to United Business Media technology blogs. Karl holds a BA from Amherst College where he was a member of Phi Beta Kappa. His grandchildren still ask him for technical help.
Live : $239.00
Corporate live : $479.00
Recorded : $289.00
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