The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/230349
• The employee buys the device and pays for personal expenses (applications, personal calls, etc.), while the company pays for corporate expenses. Deciphering the "alphabet soup" of options is not the only challenge. In order to ensure an organization is successful at exploring BYOD and creating clarity for its employees, it must understand its needs. Who Benefits from BYOD While enterprises are jumping on the BYOD bandwagon in droves, it's not clear who the beneficiaries are. The Carriers • BYOD is a win for the carriers. After all, consumerization drives more purchases: inventory, contracts and accessories. • Another benefit to the carriers is that employees do not have the same negotiating power as an enterprise. Whether they're buying phones or signing a new contract, individuals can't negotiate the same volume agreements an enterprise can. IT/Procurement • By relinquishing device procurement to the employee, IT remains focused elsewhere and can relinquish all of the logistics associated with device procurement. • Conversely, if the corporation continues to provide technical support to all users, a Pandora's box opens, and a slew of platforms, operating systems and applications could cause an organization's IT department to buckle under the pressure. Employees • Employees are driving adoption; they are big winners by gaining the flexibility to select what makes them efficient. Many organizations look at this as a key driver, as it empowers their staff with the tools necessary to do their jobs. • On the other hand, employees who are not as technically inclined are at a significant disadvantage if the corporation decides not to support the devices. The Cost of Choice Many organizations initially implement BYOD to appease their constituents, also believing it will be cheaper in the long run by generating cost savings, including: • Device Costs: If the employee acquires the device, the corporation doesn't have to pay for that device. • IT Support: IT can reduce the resources and time spent on device support by only supporting approved devices. • Fixed Costs: By issuing a monthly stipend to employees, organizations transfer overage, roaming and other account fees to the employee, while gaining predictable costs. If badly managed, "BYOD could result in a 33 percent increase in operational costs. The business rationale for BYOD is therefore not based on lowering cost, but on the business benefits of providing mobile access to more workers than was previously possible." — Aberdeen, 2011 Organizations need to also consider: By adopting a BYOD strategy, a corporation might attract tech-savvy employees who leverage their devices-of-choice as "tools of the trade" that propel their growth and ultimately the organization's success. Under the guise of unleashing productivity and creating operational agility, whether the corporation ultimately benefits from a BYOD policy is based on its discipline in weighing all options. • Device Costs for Employees: When an employee acquires a device directly from the carrier, its cost could be higher due to lack of volume pricing or corporate discount. • Voice and Data Costs: Organizations attempting to protect themselves by splitting the cost with the employee might Peer to Peer 17