“Bring your own device” (BYOD) is a phrase that has been on the lips of many a technology professional for the past two years, but classifying it, quantifying it and facing up to it has become paramount as more and more enterprises recognise it as an area for risk mitigation.
Whether you label BYOD is a trend, a movement or a culture change, the fact remains that more employees are bringing more devices to the office, consuming resources and then crossing network boundaries to their home LAN, or a public Wi-Fi hotspot.
“In the Middle East most [mobile workers] have a minimum of three devices connected to the Internet from the private side,” Wolfram Fischer, vice president, Europe Middle East and Africa, Aruba Networks, told ITP.net.
And these users are demanding. It has no longer become practical to bar their access to the corporate domain as many of these devices are used for one or more productive, work-based tasks.
BYOD has many faces. When addressing the phenomenon, corporate bodies must consider a number of issues that cross department lines. First of all, who is in charge? IT? Not necessarily, as Fischer explained.
As the 25th anniversary of the World Wide Web approaches, 87% of U.S. adults use the Internet, according to a Pew Research Center survey.
That’s a significant change compared to the 42% of U.S. adults who had never heard of the Internet in 1995 — six years after Tim Berners-Lee, a British computer scientist, introduced the idea of the World Wide Web.
March 12 marks 25 years since Berners-Lee made a proposal for an information system that turned into the Web.
There may be an overall perception that the Internet has led to users’ feeling isolated or depressed and that it’s a den for stalkers and porn. The Pew study, though, shows that 90% of those surveyed say the Internet has been good for them, and 76% say it has been good for society.
However, while 67% said the Internet strengthened communications with their friends and family, 18% said it hurt those relationships.
Before shouting in the social streets that the world’s largest tech company has a lower Klout score than you, take into consideration that Apple isn’t really on Twitter. The handle with its name has never tweeted, followed a user, filled out a bio or updated the default avatar. For all we know, the inactive account doesn’t even belong to Apple.
Why does the most valuable U.S. company by market cap insist on not joining Twitter?
For the record, Apple manages Twitter accounts that represent divisions within the company: @iTunesMusic has 5.4 million followers; @AppStore has 2.4 million; @iTunesTrailers has 2.3 million; and another nine accounts have a combined 2.5 million followers.
As the digital revolution continues to reshape the IT landscape, Enterprise IT faces some high-stakes decisions and pressure to move on those decisions quickly. Network World’s whitepaper, Enterprise IT at the Crossroads, explores how the confluence of digital disruptors—such as cloud and mobile—are driving transformative change at many companies.
Network World’s infographic illustrates the technologies impacting the network and pinpoints where IT executives are with initiatives within existing and emerging technologies. It is designed to be a useful resource to help tech marketers position their products/solutions and messaging more effectively to their target customers and prospects. The statistics included come from Network World’s many research studies providing insight into these influential IT decision-makers.
Despite some shadows cast by Lenovo and Cisco earnings, IT stocks have had a strong week overall, with Nasdaq tech stocks reaching their highest point since the third quarter of 2000, during the dot-com bust.
On Wednesday, Lenovo reported that for the fourth quarter, net profit jumped 30 percent year over year to US$265 million, while net sales rose 15 percent to $10.8 billion. Tablets were star performers, as sales of the devices increased 326 percent year-over-year to 3.4 million units.
Considering the global weakness in the overall hardware market, the company had good news for PCs as well. The company said it shipped 17.3 million mobile devices in the quarter, up from 15.3 million PCs a year earlier.
The company has been also been growing by acquisition, recently announcing planned purchases of Google’s Motorola Mobility and IBM’s low-end server unit. The bad news is that the company said it expects its profit will drop in the short-term with the proposed acquisitions.
Facebook, in a major push to expand its business on smaller screens, has agreed to buy the mobile messaging app WhatsApp for $16 billion, the companies said Wednesday.
Facebook plans to pay $12 billion in shares and $4 billion in cash to acquire the company. It will also grant $3 billion in stock options to WhatsApp’s founders and employees. The deal is expected to close this year pending regulatory approval, Facebook said.
The size of the deal shows the value that Silicon Valley firms now place in mobile users, and what a high-stakes industry mobile computing has become. Facebook paid $1 billion when it bought Instagram almost two years ago, and even then some said it had paid too much.
WhatsApp has 450 million monthly users, and 70% of them access the service daily, Facebook said, making WhatsApp one of the leading mobile messaging services.
WhatsApp will operate “independently” inside Facebook and retain its own brand, Facebook said, a similar model it has used for its Instagram acquisition.
“WhatsApp is on a path to connect 1 billion people. The services that reach that milestone are all incredibly valuable,” Facebook CEO Mark Zuckerberg said in a statement.
While news publishers are starting to turn to paywalls and move away from an almost complete reliance on advertising, game publishers are already creating experiences that attract millions of paying users and, according to Shai Drori of Appsfire who spoke at the event, “most revenue for mobile games is coming from in-app purchases, not advertising.”
Mobile games are generally categorised into two groups when it comes to monetisation: pay-to-play and free-to-play. Pay-to-play apps act much like the paywall of The Times of London, in that one must pay before downloading the app and accessing any of its content.
Free-to-play apps are free to download, and generally a portion of their content is available to all, while certain levels, power-ups, or accessories must be unlocked via in-app purchases.
After coming to the fore in 2013, it remains a key—if not the key—buzzword of 2014 (and, yes, we’re only two months in). But beyond buzz, programmatic is a legitimate force in advertising.
Not only will it account for just under 30 percent of all display ad spend by 2017, already,85 percent of advertisers are using it, in some form. We also can’t ignore the very real benefits with respect to streamlined workflow, cost efficiencies, and transparency between partners. So, it’s not a matter of who will ultimately use programmatic, but how quickly everyone will use it.
And we’re seeing this play out in the market. Just recently, Federated Media and Demand Media both made headlines, deciding to completely forego their direct sales efforts to focus solely on the still young, but increasingly successful, programmatic and RTB category.
The news fit neatly into the ongoing, polarizing direct versus programmatic debate, while heightening that schism and making the sexy, all-programmatic approach appear to be better suited for the long-term. But, while this was a very compelling narrative, it just isn’t true.