[Report] Building a Solid Platform for Enterprise Mobility: Introducing the Mobile Control Plane, by Chris Silva

Building a Solid Platform for
Enterprise Mobility:
Introducing the Mobile Control Plane
September 19, 2012

By Chris Silva
With Charlene Li and Jon Cifuentes

Includes input from 23 ecosystem contributors

Executive Summary
Enterprise users have changed the landscape of enterprise mobility through their own device choice. As of late
2011, data from SAP’s Enterprise Mobility Survey was showing that 9 out of every 10 employees were carrying a
smartphone, and 3 out of every 10 were carrying a tablet at the end of 20111. Smartphone proliferation has only
continued to grow, while many companies are maintaining that mobile email, contacts, and calendaring are a
comprehensive mobile solution. But in a world of multi-tasking smartphones and tablets with hundreds of thousands
of tools in their application stores, this is no longer the case. Companies’ unwillingness or refusal to improve their
visibility across device types and build a governance-backed technology stack for managing mobility will hamper
users’ productivity and potentially expose the company to risk as users “backdoor” consumer solutions to fill the void
between the tools they need and what’s offered.
Managing mobile devices proactively depends on more than the tools — such as mobile device management — that
offer a “silver bullet” for the onslaught of mobile support requests. IT has two choices: 1) work to patch and fix by
continually amending policies and myopic infrastructure or 2) establish a stance rooted in control over the devices in
place today and those likely to be requested tomorrow and well into a multi-device, connected future.
Solving this problem and establishing control is an issue not only of the proper technology but key relationships
across the organization, informed and enforceable policy, and a multi-part technology stack to operationalize said
policy. We call this the mobile control plane, a complex but critical layer of support that serves as the foundation for
enterprise mobile rollouts that’s lacking in most companies today.

Attribution-Noncommercial-Share Alike 3.0 United States | © 2012 Altimeter Group | 1

Table of Contents

The Out-of-Control Mobile Enterprise ...............................................................................................................................................3
Proliferation of Devices Decreases IT Visibility into Enterprise Mobility ............................................................................................3
Data Access, Applications, and Roles Multiply the Control Issues ...................................................................................................3
Putting IT Back at the Control Switch With a Control Plane ...................................................................................................5
Governance Sets the Stage for Mobile Technology Management ....................................................................................................6
A Deep Technology Stack Follows Governance .....................................................................................................................................8
Recommendations .................................................................................................................................................................................... 11

Ecosystem Input ........................................................................................................................................................................................ 13

Endnotes ........................................................................................................................................................................................................ 13

About Us ........................................................................................................................................................................................................ 15


The Out-of-Control Mobile Enterprise

Thanks to the introduction of desirable smartphones, like the iPhone, the landscape of enterprise mobility has
changed significantly. Gone are the days when one platform (primarily BlackBerry) was purchased and distributed
by the company to employees. Today, a mix of platforms, data, applications, and user roles, coupled with people
who “bring your own device” that mixes work and personal purposes, creates a tempest that defies being controlled
— and in the process, creates tremendous risk for the organization. The IT department is charged with managing
enterprise mobility, but the task is complicated by two factors: 1) a motley crew of devices and 2) heavily fragmented
data on these mobile devices — detailed below.
Proliferation of Devices Decreases IT Visibility into Enterprise Mobility
The number and diversity of devices has proliferated over the past few years, with smartphones now representing
55% of all mobile phones users in the US.2 Among enterprise mobile users, 9 out of every 10 employees carry
a cellphone, while 3 out of 10 have a tablet.3 This trend has been accelerated by the emergence of desirable
smartphones, like the iPhone and Android platform. And over the course of 2012–2013, we will see at least two
new mobile platforms hit the market in the form of Windows 8 and BlackBerry 10, bringing the likely total number of
platforms to support up to four at a minimum, the latter two as yet unseen and untested platforms to manage.
This is a trend that is impossible to reverse, and the push for employees to use corporate-owned assets is
increasingly an uphill battle. One major health insurance organization shared this challenge in attempting to retain
control of device choice:
“We’re seeing a need to sweeten the pot for users by extending corporate discounts on devices with major carriers in
order to entice them to use company-owned and provided smartphones.”
Gone are the days of one-single platform “of record” with a single tool to manage it. Companies seeking to hang on
to this model of simplicity find themselves at odds with a growing number of users. Fewer than 5% of employees
carry two different devices, one for work and a different one for personal use.4 By some estimates, more than half of
business executives and IT managers are unaware of all personal devices used for business purposes, and lack an
employee personal device policy. This trend of “bring your own device” (BYOD) has no end in sight, and with the push
to cut enterprise spending will likely never be reversed.
Data Access, Applications, and Roles Multiply the Control Issues
Organizations are finding that in addition to managing the device, they also need to think about what is actually done
on those devices as another layer of control that’s needed. Over the past few years, mobility has moved from a
relatively simple issue of connecting devices to email servers to provide extended access to mission-critical data —
beyond email, contacts, and calendar tools — across the organization. Add to this the seemingly endless progression
of top-rated applications — over 900,000 on iOS alone — that can be downloaded onto these devices.5 Finally,
consider the complexity of managing roles — where different sets of applications and data are used depending on a
mobile worker’s role within the organization — and the multiplicative force of what IT must contend with as enterprise
mobility quickly becomes hard to fathom.
One way to understand the complexity and the risk is to look at it as a journey, on which organizations are only in the
middle of today (see Figure 1):


Figure 1: Mobile Device Penetration & Use Case Case Maturity
Figure 1: Mobile Device Penetration & Use Maturity

Ubiquitous
Connnectivity:
We move beyond
smartphones and tablets
into a connected world.

By 2016, smartphones
account for over 67%
Rise of of all cell phones
Consumerization: worldwide
Consumer choice yields more (IHS)
device types and apps.

49.7%
Penetration of Mobile Devices

Connected U.S. smartphone
Devices: penetration as of
A single, enterprise-chosen
device for mobile email. February 2012
(Nielsen)
29%
U.S. smartphone 3.5 mobile devices
penetration as of per business user
October 2010 in 2012
(Nielsen) (Nielsen)

Mobility Ecosystem Maturity

Data source: Nielsen, iPass, IHS


Putting IT Back at the Control Switch With a Control Plane

There are two paths that IT leaders can take, adopting the “hero” model we see in many IT shops, sprinting to
save the day in reaction to crises, or the operator model, maintaining control from a single position, always one
step ahead. The best analogy is a rail yard where the IT manager can play the “hero” persona mentioned above,
constantly struggling to mend tracks and switches as the train of user mobile demand bears down on him or her. In
contrast, the proactive IT manager acts as the operator at the switch, handling all of the traffic in the yard from a safe
distance, his or her platform providing a vantage point and controls to respond to any changes in demand.
To do this, organizations must create the Mobile Control Plan, which is defined as:

A platform made up of two parts: 1) governance for informed policy, and 2) a modular technology stack
that takes into account devices, data, and users.

The Mobile Control Plane, when properly executed, provides a solid platform that can be deployed — comprised
of modular “bricks” of technology and leadership — which accommodates firm footing for mobile tools that
directly impact users day-to-day. Figure 2 illustrates the major elements of the Mobile Control Plane, when fully
deployed as needs dictate.
Note that Rome was not built in a day and neither will your mobile control plane. As illustrated in the growth of
mobility maturity above, as our needs change so too should the tools we use to facilitate mobility change. The
idea behind the control plane is that it can evolve from an existing investment in mobile device management or
mobile application management, adding data security tools as use cases for sensitive information sharing on mobile
devices emerge or identity and authorization tools as single-sign on is extended to the growing number of tools and
applications on users’ devices.

Figure 2: The Mobile Control Plane

Governance Technology

HR Legal & Risk Data Security

Tech Leadership Identity/Authorization
DLP

Policy Design Mobile Device Management

NAC

Content Strategy Ongoing Training P.I.M. Sync App Management

Legal

Ongoing Education Service Management SMS

Source: “Power to the People: Identify and Empower Your Mobile Workforce” Altimeter Group, June 7, 2012


Governance Sets the Stage for Mobile Technology Management
Most organizations looking to get a handle on mobility have been on their proverbial back foot for the past few years
as they focused on device management. As demand for emerging platforms, like iOS and Android, eroded the
control offered by BlackBerry, many managing mobile platforms took a patch-and-fix approach. These managers
were “on the tracks” as the mobility train gained steam. In fact, where most organizations should begin is by
establishing governance, because the level of control, ownership, and methods that are best to operationalize optimal
control, vis-à-vis risk, HR, and legal requirements, will dictate which “bricks” in the control plane need to be built out
initially and added over time. The control plane is constantly growing and evolving, adding modules along the way.
Organizations need to define mobility governance in three areas:
1. Data: Classifying information inside of an organization is an onerous task, requiring multiple man-
hours and investment in technologies to track and secure data according to its level of confidentiality.
Sidestepping this process, however, provides endless opportunity for data to be mishandled,
compromised, and lost. Every two days we now create as much information as we did from the dawn
of civilization up until 2003.6 This astonishing rate of data creation necessitates a flexible scheme for
classifying information as it is generated. This is at the heart of a solid data security and retention policy
2. Policies: Once data is classified, parameters must be established around how that information should be
handled; which users and groups have access to which data and tools; and how breaches, misuse, and abuse
will be handled. In most organizations, fair use and sometimes even mobile guidelines exist and will not require
too much updating as the control plane is built out. Technology use policies and involving HR in determining
appropriate use, data ownership, and policy enforcement can help jumpstart policy creation.
3. Training: An ongoing effort both pre- and post-launch of the mobile control plane is educating users in
why certain policies and tools are being introduced. Because many of the governance and technologies
that make up control plane reign in user features, educating mobile users on the risk and exposure these
tools limit will ensure user buy-in. A key element to build into training is clearly illustrating the trade-offs
between usability and risk control.
An open and ongoing dialogue between IT, Risk Management (if applicable), Legal, and HR should inform every
governance decision. The table below outlines key areas of governance that must be in place in order to back the
technology elements of the control plane that will be discussed in the next section.
Governance can be applied in a modular fashion similarly to technology. In most organizations that we have
spoken with, mobile policy begins as a simple guideline on types of devices and costs that are acceptable to
either pass on to the organization or the expected partners from which additional expense will be accepted. As the
organization begins to contemplate the handling of data in mobile and other connected applications, the complex
work of categorizing data and policy expands beyond simple T&E to include definitions of access tiers and data
portability restrictions.


Figure 3: Core Governance and Policy Considerations for MCP

Function Description Issues to Consider

Department: The Legal and Risk Management While Legal and Risk play a key role in
Legal & Risk departments are the arbiters of risk inside informing and perhaps approving policy,
any organization and should be the lead to their role should be as collaborator in policy
inform policy design decisions to ensure design, not leader.
protections meet any compliance needs but
do not overreach employee rights.

Leadership: Having a central leadership role that can Altimeter expects the role of the dedicated
Technology coordinate all of the various moving parts “mobility strategist” to take time to evolve
Ownership of mobility from device, data, and software as the control plan that this specialist
management to interfacing with external maintains comes together. The three-year
entities for governance guidance is a much horizon shows this role coordinating not
needed — and often nonexistent — role in only internal-facing but also external-facing
most organizations. mobile strategy to ensure resources are
shared and used effectively.

Strategy: Taking into account not just devices but Starting with basic levels of access
Access and also identity and roles, access to data and inherited from Active Directory or another
Use Guidelines applications and use cases is critical for identity and access system of record is
creating an informed and adaptable mobile a reasonable starting point. It is not until
policy. One-size-fits-all approaches will not tools such as data protection, NAC, and
work for managing mobile users, as each service management come on board that a
role requires varying levels of data access, materially different management style will be
separate application suites, and varying attainable for various roles.
levels of security controls.

Strategy: Content strategy in the context of In many organizations, a broad data
Data Guidelines mobile management is centered on data classification effort has taken place,
classification efforts. Organizations must dictating that certain sets or types of data is
work with risk and security teams to have classified and cannot be shared. Companies
clear delineation around what information that have compliance burdens, like HIPAA
is confidential, sensitive, and public in order and PCI, have a clear guidance on what
to craft mobile policies — informed by DLP data can never be put in a position to be
tools — to ensure that the former two types shared or lost; however, most organizations
of information remain secure inside the lack such clear-cut guidance.
organization and off of mobile devices as
dictated by policy.

Leadership: As features and capabilities are rolled out in Adding a feature to geofence access to
Ongoing the control plane, keeping users informed apps and data, with no education, for
Training of the functions, as well as their intended example, could result in a slew of mobile
and Education purpose, is critical not only to assist users device support calls.
but to keep support load well managed.

Department: Paired with Legal, the HR team will bound Ensure that HR is not writing checks IT
Human the reach of enterprise controls and oversee cannot cash; good policy is only as valid as
Resources use of mobile devices regarding what can the tools to implement it. Refine the HR “wish
and cannot be enforced upon users and the list” into items the technology stack can
devices they own. control.

Source: Altimeter Group


A Deep Technology Stack Follows Governance
Once governance is rounded out to account for the mobility needs of workers today, as well as the ubiquitously
connected future, technology must be applied to put policy into action. Sourcing the tools to accomplish this from
a single partner is near impossible and, as previously discussed, one tool such as MDM won’t accomplish the task
alone or provide the flexibility to manage future devices. Altimeter has noted a trend among mobility vendors to grow
their platforms horizontally through partnerships and integration, and this approach where a single tool offers hooks
into subordinate technologies is a solid indicator of a partner that will scale with business needs.
An example of how this integration ideally works includes using a single system as a policy enforcement vehicle of
record. Start with a policy engine in a tool, such as a mobile-device-management system, and provide hooks into
Data Loss Prevention (DLP) and Systems Incident Event Management (SIEM) tools to invoke data security based on
how data is being used or a correlation of events, respectively. Additional inputs from service monitoring and expense
management tools will augment IT visibility beyond just what’s being done with devices but adding information on
when and how devices are being used. This information can be used dynamically altering how devices fundamentally
work in different scenarios, providing access to data when it’s safe, reporting when devices are being used
inappropriately and shutting down or reporting devices that are being abused or underutilized.
Here is an example of how the technology plane might work:
• An organization that has allowed for BYOD among its field technicians team puts a policy into place
identifying the users in this group as the only allowable users of Apple’s iOS.
• An enterprise installation of the Box file-sharing tool is available for document sharing and offline use.
However, any documents with customer information can only be accessed inside company headquarters
to reduce risk of data loss. These documents and their use are monitored by an installed DLP tool.
• An employee on the field team brings his or her device into the office, in this case, an iPad. Upon
attempting to connect to the wireless network, a Network Access Control (NAC) tool polls the devices
for user credentials. During the initial setup, the user is directed to a secure site via a browser, where
they must enter their Active Directory credentials. Once verified against the allowed group, a certificate
is downloaded to the device and the device configuration task is kicked off, led by the MDM server. The
employee sets up a complex PIN, and device data security is enabled.
• Mobile application management tools, triggered by the provisioning requests of the MDM initiate a
connection with the device, installing the Box application for file-sharing. Back-end orchestration allows for
the user to automatically access documents stored in the Box cloud, as back-end orchestration is allowing
for single-sign-on re-using the entered Active Directory credentials to access the cloud service.
• With access to information and a connection to the email server (brokered automatically as part of the
MDM provisioning process), the user sets out for the field. Seeking to access documents downloaded and
synced for offline use earlier, the field tech notes that only product spec files have been left resident on the
device, with all customer information removed via autonomous policy enforced by the MDM server when
disconnecting from the corporate WLAN.
• At the end of the device’s useful life, the field tech turns it over to his or her family for use in the home,
replacing it with a new device. Once the new device is added to the system through the same provisioning
process as before, the old device is contacted, its applications revoked by the MAM, corporate data
wiped by the MDM, and it is automatically reconfigured for use without a PIN code and the requirement for
data security. Service is automatically terminated, and “active” asset lists are updated for risk management
audit purposes. The lifecycle begins again.


Many technologies are involved in the lifecycle portrayed above, and still more exist in the potential stack of
technology for many organizations. The table below presents detail on the various elements of technology that should
be considered in building a control plane, though their relative utility and need will vary among organizations.

Figure 4: Vendor Landscape — Technology Providers

Core Description Example
Technology/ Vendors
Function

Data Security As company data moves into pre-packaged applications and Citrix, Mocana,
those built by the enterprise, the need for third-party cryptographic Nukona/
libraries or application “wrappers” that secure app content emerges. Symantec,
Approaches may involve placing unique code in an application, Veracode,
wrapping an application with encryption, or testing publicly available Appthority
apps for vulnerabilities.

Identify/ Third-party authorization and identity management tools can tie Okta, Oracle,
Authorization together a web of disparate apps with a single sign-on. In addition, Microsoft (Active
services in this category will extend the role of identity for internal Directory)
systems into triggers for certain policy or management tools.

Mobile Device A foundational element of mobile control, Mobile Device Management AirWatch,
Management (MDM) centers on management of the device as a physical asset and BoxTone, Citrix,
(MDM) application of some policy for its connectivity and function, often the Fiberlink, Good
policy enforcement engine of record. Technology,
MobileIron, SAP/
Sybase, Zenprise

Personal The base-level functionality for connected mobile devices, a conduit IBM, Microsoft,
Information between the device and email, contact, and calendar resources, Research In
Management either through a standalone server or natively in the email server. Motion
Sync (P.I.M.
Sync)

Mobile Managing the lifecycle of applications from deployment to update and App47,
Application ultimately retirement, while keeping them up-to-date and accessible AppCentral,
Management is a category unto itself. Enter Mobile Application Management (MAM) Apperian, Citrix,
(MAM) which provides application provisioning through a private app store, Verivo Software
the management of updates to those applications, and any controls
to recall or restrict access to applications from mobile devices.

Service The role of service management is understanding how well a device is BoxTone,
Management working given access to resources, how often it’s being utilized, and MobileIron, Visage
what it costs. This is the job of service management, and this function Mobile, Zenprise
can be a complement to or a component of MDM.

Digital Loss Outside of the control plan but critical to its function is a hook into McAfee, RSA,
Prevention DLP infrastructure to actively scan information against policies for Websense
improper usage or against signatures for active defenses against
sensitive materials, leaving the enterprise thorough mobile devices or
other avenues.


Core Description Example
Technology/ Vendors
Function

Network Access Network Access Control (NAC) provides a set of rules for profiling Barracuda, Cisco,
Control (NAC) endpoint devices in order to provide network access. NAC plays a Juniper
role in mobile by orchestrating the policies for network rights across
users’ various devices, whether personal or company owned, and
provides access to autonomous devices in the future based on static
device characteristics, like MAC address.

Systems Systems Management Solutions (SMS) are in place in most IT BMC, Citrix, Tivoli/
Management departments as a way to manage company-owned systems, such as IBM, Microsoft,
Solutions (SMS) servers, desktops, and laptops. These SMS tools provide visibility into Symantec/Altiris
active systems and facilitate patching and updating of those systems.
While the latter tasks have not expanded to mobile in large part, these
systems may represent the “gold standard” of visibility for which an
organization should strive for its mobile devices.

Source: Altimeter Group


Recommendations

Taking control of mobility means accounting for an ever-evolving user and device population that requires more than
a single system of control over devices, data, and users. All three points must be addressed, and a governance-
informed technology stack that includes device, application, and data management is the only way to scale for the
seamlessly connected enterprise.
In building these governance and technology platforms, organizations should take into account the following
approaches in order to remain at the controls and not be tied to the tracks of a runaway enterprise mobility train:
• Begin with governance. Focus first on governance to avoid the fate of turning into a reactive IT
organization that is constantly patching and fixing the wrinkles in management and security brought about
by the evolving mobility landscape. A clear classification of data, strong policies vetted by Legal and HR,
and an ongoing commitment to training are all essential starting points. A key element to beginning these
conversations is to paint the picture of risk that exists and that inaction will precipitate. Metrics around
risk can be elusive, though a reliable fallback can look to sanctions for lack of compliance. Reporting
requirements around loss or compromise of customer data is another operating cost metric that may pave
the way for interdepartmental cooperation.
• Begin or continue to involve a larger swath of the organization. If bridges to HR and Legal have
not yet been built, approach the dialogue with a common goal of information protection, an effort that the
entire organization will benefit from. In organizations where a Chief Risk Officer or similar role has been put
in place — common in compliance-centric industries — a coordinated effort with this function is absolutely
required if IT hopes to retain a say in how mobile is managed. If you face resistance from the departments
to engage, paint the risk in terms they will understand, quantify the risk factors into dollars and sense, say
you will write the rules without their input, etc.
• Implement technologies as needed, but avoid overreliance on one. We’ve evolved past the one-
device, one-server model of mobility, but a complete control plane as outlined above may not be in
order for every organization. Focus initially on critical components that: 1) handle device management; 2)
address application and data management; and 3) federate users and allow central user management.
As other needs present themselves — again, driven by governance first — add on technology that will
support these new governance areas.
• Mobile should be managed as an extension of the existing IT infrastructure. Regardless of
who owns the device and pays for service, organizations should seek parity of control over BYOD
and company-issued devices. One place to look for guidance is within your existing PC and laptop
policies. Are users permitted to install any app on their corporate PC? Are corporate PCs using full-disk
encryption? A detailed policy engine that enforces beyond the basic Exchange ActiveSync policies is likely
in order, as are tools to encrypt application data or “wrapper” applications.
• Choose a holistic platform and partner(s). Many strong players exist in various technology
categories in the mobile control plane, but a best-of-breed approach works best when backed by a
tool that can orchestrate across the many pieces of technology that make up a solid control plane.
Looking for a vendor that has taken an open approach to integrating other technologies in the control
plane will yield an extensible partner. Vendors such as BoxTone in the MDM space and Apperian in the
MAM space have continued to cultivate a best-in-breed network of control plane specialist technologies
to extend their capabilities. As modules of technology are added in accordance with need, the base
solutions these and other holistically minded vendors offer can address greater portions of the control


plane. The downside of this partner approach is that as the market constricts, the network of players
may shrink due to acquisition of some partners, as is already beginning to take place now. For instance,
Nukona, a partner to many in this space, has been acquired by Symantec, calling into question the
partnerships it has with existing vendors.

But the most important thing to keep in mind during this process is to press potential technology
partners on their partnerships and alliances with other vendors. Make bets on platforms and partners
that have plenty of hooks into other MCP elements that exist today and are not “in development.”
Without that integration, your organization has to rely simply on the policy engine in your mail server
for mobile management. Extensibility is key, and open integration with adjacent technologies is a mark
of extensibility for the future.


Ecosystem Input
This report includes input from market influencers, vendors, and end users who were interviewed or briefed by Altimeter Group during the course
of this research. Input into this document does not represent a complete endorsement of the report by the individuals or companies listed below.

Vendors (23)
Air Patrol
AirWatch
Antenna Software
Appcelerator
Apperian
Application Craft
Appthority
ARM
Bitzer Mobile
Boxtone
Citrix Systems
Fiberlink
Formotus, Inc.
InstallFree
Mocana
MokiMobility
Okta
Pure Oxygen Labs (c/o TwURL)
Sencha
Symantec/Nukona
Trend Micro
Verivo Software
Visage Mobile

End Notes
1
E
nterprise Mobility Survey. SAP, September 2011. http://www.slideshare.net/sap/mobility-12788540
2
“
Two Thirds of New Mobile Buyers Now Opting for Smartphones.” Nielsen, July 12, 2012. http://blog.nielsen.com/nielsenwire/online_mobile/two-
thirds-of-new-mobile-buyers-now-opting-for-smartphones
3
E
nterprise Mobility Survey. SAP, September 2011. http://www.slideshare.net/sap/mobility-12788540
4
T
he iPass Global Mobile Workforce Report. iPass, March 2012. http://mobile-workforce-project.ipass.com/
5
App Store Metrics. 148Apps. http://148apps.biz/app-store-metrics/
6
“Eric Schmidt: Every Two Days We Create as Much Information as We Did up to 2003.” Techcrunch, August 4, 2012. http://techcrunch.
com/2010/08/04/schmidt-data/


Open Research
This independent research report was 100% funded by Altimeter Group. This report is published under the principle
of Open Research and is intended to advance the industry at no cost. This report is intended for you to read, utilize,
and share with others; if you do so, please provide attribution to Altimeter Group.

Permissions
The Creative Commons License is Attribution-Noncommercial-Share Alike 3.0 United States at http://
creativecommons.org/licenses/by-nc-sa/3.0.

Disclosures
Your trust is important to us, and as such, we believe in being open and transparent about our financial relationships.
With permission, we publish a list of our client base on our website. See our website to learn more: http://www.
altimetergroup.com/disclosure.

Disclaimer
ALTHOUGH THE INFORMATION AND DATA USED IN THIS REPORT HAVE BEEN PRODUCED AND PROCESSED FROM SOURCES BELIEVED
TO BE RELIABLE, NO WARRANTY EXPRESSED OR IMPLIED IS MADE REGARDING THE COMPLETENESS, ACCURACY, ADEQUACY, OR
USE OF THE INFORMATION. THE AUTHORS AND CONTRIBUTORS OF THE INFORMATION AND DATA SHALL HAVE NO LIABILITY FOR
ERRORS OR OMISSIONS CONTAINED HEREIN OR FOR INTERPRETATIONS THEREOF. REFERENCE HEREIN TO ANY SPECIFIC PRODUCT OR
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OR FAVORING BY THE AUTHORS OR CONTRIBUTORS AND SHALL NOT BE USED FOR ADVERTISING OR PRODUCT ENDORSEMENT
PURPOSES. THE OPINIONS EXPRESSED HEREIN ARE SUBJECT TO CHANGE WITHOUT NOTICE.


About Us

Chris Silva, Industry Analyst, Mobile
Chris Silva is an Industry Analyst focusing on Mobile, where he helps end-user organizations understand
how to effectively manage mobile strategies in their organizations for increased brand impact, worker
efficiency, and revenue. A 10+ year veteran of the research industry, Chris has led research, events, and
consulting operations for IANS Research, Forrester Research, IDC, and two other small boutique research
firms. Chris blogs at makemobilework.wordpress.com.

Charlene Li, Analyst and Founder
Charlene Li (@charleneli) is Founder of the Altimeter Group and the author of the New York Times
bestseller, Open Leadership. She is also the coauthor of the critically acclaimed, bestselling book
Groundswell, which was named one of the best business books in 2008. She is one of the foremost
experts on social media and technologies and a consultant and independent thought leader on leadership,
strategy, social technologies, interactive media, and marketing.

Jon Cifuentes, Researcher
Jon Cifuentes works closely with Charlene Li and Susan Etlinger to support their research in disruption
on leadership, organizational change in the enterprise, and analytics. Jon joined Altimeter Group after
spending 2 years with a Boston-based digital agency, Overdrive Interactive. Jon led social media
efforts at Overdrive for many large-scale B2B and B2C organizations. He graduated with degrees in
Communications and Philosophy from Boston College.

Altimeter Group is a research-based advisory firm that helps companies and industries leverage disruption to
their advantage.

Contact Us Advisory Opportunities
Altimeter Group Email: sales@altimetergroup.com
1875 S. Grant Street, Suite 680
San Mateo, CA 94402-2667
info@altimetergroup.com
www.altimetergroup.com


[Report] Building a Solid Platform for Enterprise Mobility: Introducing the Mobile Control Plane, by Chris Silva

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[Report] Building a Solid Platform for Enterprise Mobility: Introducing the Mobile Control Plane, by Chris Silva