Enterprises often ask me about the technology solutions that will help them mitigate the risks associated with supporting the iPhone. Most of the conversations inevitably start with the same questions, discuss the same answers, but, interestingly, lead to different conclusions. As I contemplate why this occurs, I am struck with the notion that when enterprises ask me about the iPhone they are really asking me to help them figure out their iPhone policies. Policy defines things such as who owns the iPhone (i.e., ownership policy), how the iPhone can be used (i.e., usage policy), and what level of risk they will tolerate by using the iPhone (i.e., risk policy).
Well, if iPhone deployment is a question of policy, then what drives policy? More often than not, I observe that policy is driven by corporate culture and by the regulatory environment within which the enterprise must operate. Some enterprises have a very permissive culture. They assume that employees usually try to do “the right thing” and that allowing them to use the iPhone will improve their productivity. Others, are more restrictive and do not feel comfortable with the lack of enterprise control over the iPhone. This restrictive perspective is especially true in highly regulated industries such as financial services.
In a “perfect” world, business requirements should drive technology decisions. But, my observation is that corporate culture has an enormous influence on controversial technology decisions, such as enterprise iPhone support. Given the fact that there is no technology that will mitigate all iPhone risk, enterprises should spend more time trying to define policies that they can live with, and less time trying to find a perfect technological solution.
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