<a href="http://egroup.jasonmangone.com/wp-content/uploads/2013/02/John-F.-Andrews-photo-1-8-2013.jpg"><img class="alignnone size-medium wp-image-7901" alt="Virtual C-I-O" src="http://egroup.jasonmangone.com/wp-content/uploads/2013/02/John-F.-Andrews-photo-1-8-2013-240x300.jpg" width="240" height="300" /></a>

On the heels of launching our eGroup eBook, “<a href="http://egroup.jasonmangone.com/ebook-7-steps-to-a-sensible-byod-strategy-so-you-can-sleep-at-night">7 Steps to a Sensible BYOD Strategy: So You Can Sleep at Night</a>,” we recently sat down with John F. Andrews, Chief Operating Officer and Fractional CIO of <a title="Virtual C-I-O" href="http://www.virtual-c-i-o.com/" target="_blank">Virtual C-I-O</a>, to chat about his company’s views and opinions on BYOD.  And, most importantly, how c-level executives should manage the situation.

It sounds like both eGroup and Virtual C-I-O agree on quite a bit when it comes to BYOD.  Read on for more:

<b>eGroup:</b> What effective approaches can management take in addressing “bring your own device” to the workplace?

<b>JFA:</b> BYOD is a growing, undeniable reality.  The CIO or company fractional CIO would be best served to embrace this trend as well as establish a program to manage its implementation, just as programs are put in place to implement other new technologies.  To roll out such a program effectively, a cross-functional team of IT, finance, legal and all other affected operating entities must collaborate to address the following at minimum:
<ul>
	<li>Which employees are eligible and which are not?</li>
	<li>Who pays for service plans and hardware?</li>
	<li>Who pays for devices that are stolen or lost?</li>
	<li>Which applications are permitted and which are not?</li>
	<li>Are employees required to use mobile device management security software that encrypts company data, monitors the device usage and passwords?</li>
	<li>Are employees required to agree that the company can remotely wipe out any data—possibly including personal data—if the device is lost or stolen?</li>
	<li>Are employees responsible to back-up their own personal data?</li>
	<li>What disciplinary actions will be taken in response to misuse?</li>
</ul>
With these items fully vetted and addressed, a formal policy can then be developed which best fits the corporate culture, legal, financial and operating perspectives.  The CIO or fractional CIO must understand that there is no "cookie cutter" approach that works for all organizations.

<b>eGroup:</b> How should management educate their employee users on the security risks and potential threats BYOD raises without hampering the substantial productivity benefits of BYOD?

<b>JFA:</b> BYOD isn’t a technology issue, it's a policy issue.  A policy issue that involves other organizations besides IT, such as finance, legal, HR and operations.  Therefore, a comprehensive view is appropriate.  This cross-functional group mentioned earlier, led by the CIO or fractional CIO should be responsible for developing a policy that considers all aspects of BYOD with security being a critical item.  It should be formalized, institutionalized and communicated to all impacted employees just as all other business-critical policies.

<b>eGroup:</b> Does company management have a role in making mobile apps available to employees and their devices?

<b>JFA:</b> After adequate review and approval, the BYOD program should indicate which company applications can be used by each employee based on their role in the organization.  The policy should also indicate which applications or application types aren’t to be used as well.

Beyond that, we see many CIOs and fractional CIOs setting up their own “app store” that BYOD participants can access to download applications and other software that they are approved for, and that provide tangible support for their jobs.

As you write in “<a href="http://egroup.jasonmangone.com/ebook-7-steps-to-a-sensible-byod-strategy-so-you-can-sleep-at-night">7 Steps to a Sensible BYOD Strategy: So You Can Sleep at Night</a>,” VMware’s Horizon Application Manager is a great example of a tool which helps CIOs deliver policy-driven application access.

<b>eGroup:</b> What is the best method for encouraging productive feedback from the employee end-user community to company leaders?

<b>JFA:</b> To gain the most candid and honest feedback, CIOs and their teams should conduct regular user surveys. Centralized suggestion mailboxes are also popular, where employee users can provide suggestions at any time on how to improve service. Both methods can be handled on an anonymous basis, again encouraging the most honest and candid feedback, without the worry of reprisals.

<b>eGroup:</b> Should a CEO be concerned that the company’s application usability and human factors are best-in-class?

<b>JFA:</b> Absolutely. Software is integrated into almost all -- if not all -- core processes in corporations today and can be a major differentiator – either positive or negative – on the company’s stature, reputation and desirability as a supplier or employer.  The company CIO or fractional CIO can actively support the CEO’s leadership in this regard by developing a comprehensive strategic road map design for IT / business technology that includes the internal as well as external leverage that BYOD provides.  In addition to tactical responsibilities, the CIO’s role involves strengthening the CEO’s company vision, as well as the long-term value proposition.