ID Number: G00229735



Apple: At the Vanguard of Change?
1 December 2011
 
Mary Mesaglio   Ken Dulaney   Michael A. Silver  

The success of iPhones and iPads, on top of long admiration for Macs, makes Apple a vendor to contend with. CIOs who balance passion for Apple with the needs of IT will reap surprising benefits and prepare the enterprise for the other consumer vendors that are sure to follow.





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Table of Contents

Contents
  • Foreword
  • Executive Summary
    • Apple’s products and strategy are disruptive for IT
    • Accommodating Apple in the enterprise triggers three main changes
    • Use the reality of Apple’s presence in the enterprise to your advantage
  • Apple’s products and strategy are disruptive for IT
    • Apple is a reality CIOs cannot ignore
    • CIOs should use the advent of Apple to fuel fresh thinking
    • Which features of enterprise vendors does Apple lack, and how important are they?
  • Accommodating Apple in the Enterprise Triggers Three Main Changes
    • Introducing Apple triggers the enterprise to exploit user-driven IT, isolation architectures and “white-space” opportunities
    • Apple products usher in a new era of user-driven IT
    • Apple products spur increased use of isolation architectures
    • Apple products expose “white-space” opportunities
    • The benefits of introducing Apple apply more broadly and can persist in the enterprise, even if Apple does not
  • Use the Reality of Apple’s Presence in the Enterprise to Your Advantage
    • Understand where you fit into Apple’s world
    • Understand where Apple fits into your world
    • Accept the changing enterprise environment, and plan to adapt
    • Conclusion
  • Appendix: Case Studies
    • Cisco — Succeeding with user-driven support of Apple devices
    • Department of Police and Emergency Management Tasmania — Using Apple to relaunch an IT organization
    • ITV — Apple’s simpler mind-set inspires a new approach to IT
    • PharmCo — Holding users responsible for replacing their iPads
    • St. Johns River Water Management District — Apple helps balance the needs of users and IT
  • Further Reading
    • Related content
    • Gartner Executive Programs reports
    • Core research
    • Article
Figures
Figure 1.
Apple triggers key changes in IT
Figure 2.
Enterprise vendor characteristics IT gains and loses by going with Apple
Figure 3.
Diagnostic tool: To what extent does Apple exhibit characteristics of an enterprise client-computing vendor? (The typical IT view)
Figure 4.
Diagnostic tool: To what extent does Apple exhibit characteristics of an enterprise client-computing vendor? (The view from your IT organization)
Figure 5.
Apple triggers key changes in IT
Figure 6.
Apple triggers a net transfer of responsibility and choice to the end user
Figure 7.
User-driven IT can be a win-win
Figure 8.
The "passion principle" for user-driven IT
Figure 9.
At a minimum, consider transferring Tier 1 support to end users
Figure 10.
Apple triggers IT to isolate enterprise applications from the devices that interact with them
Figure 11.
Common IT application architectures vs. isolation architectures
Figure 12.
Some methods of application isolation
Figure 13.
Apple triggers the digitization of "white spaces" in the value chain
Figure 14.
Apple's target markets
Figure 15.
The elements of Apple's enterprise support
Figure 16.
Tool: Where do you fit in Apple's world?
Figure 17.
Confirm that your Apple philosophy reflects enterprise needs
Figure 18.
Diagnostic tool: Which CIO profile should I adopt?




© 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.




Resource Id: 1883114