GOOD Rollout Case Study
- 1. Page 1 of 6 Summer 2015 BYOD Rollout: Phase I Introduction Strategic Sourcing & Expense Management and IT have partnered to implement a Bring Your Own Device (BYOD) program. This program involves the voluntary transition of as many employees as possible to GOOD Technology: a secure mobile platform that enables users to carry a single device to access work calendars and email, view documents, and make appointments directly from these personal devices. The BYOD rollout is primarily a cost initiative, but includes the benefit of convenience to Guggenheim Partners’ employees by allowing personal and professional access on one device. This case study highlights the background, methodology, and future steps of the BYOD rollout using GOOD Technology. Benefits The transition to GOOD Technology will provide many benefits to Guggenheim Partners. Instead of having to carry multiple devices, employees will only need to carry a single device and can align their smartphone preferences with professional use. The company will benefit from a reduction in fixed costs associated with Firm-issued devices. (Specifically, the majority of the cost comes from monthly service charges, not the physical device itself.) This BYOD rollout for Firms’ pilot group Guggenheim Securities Capital Markets would yield annual cost savings of over $153,000 with 100% conversion. The BYOD program is estimated to save $1.3mm annually Firm-wide. Mobile Strategy Timeline The GOOD rollout was planned as a phased approach. The rollout would begin with Guggenheim Securities Capital Markets before expanding to Guggenheim Partners Finance, Operations, and Administration departments. The Investment Bank (IB) rollout is confirmed to begin 1Q16.
- 2. Page 2 of 6 Completed Actions A presentation by Rob DiGiaro and Bob Lieberberg to senior managers in Capital Markets on June 8, 2015 determined that the project would move forward. The GOOD marketing campaign began on June 10, 2015 with two 24x36 posters strategically placed by the kitchens on the 8th floor that read “One Guggenheim, One Device” with contact information for IT Support. Smaller 8.5x11 advertisements were also placed on refrigerators on the same floor. An email was sent to employees notifying them of in-person training sessions on GOOD Technology. Four in-person training sessions were conducted on June 16, 2015 and a webinar training session was run on June 25, 2015. Although our account manager from GOOD was ready to present a full demo of the application, the employees at these sessions did not need step-by-step training, only guidance on how to download the application. These training sessions were essentially used to promote its benefits, dispel any inaccuracies of the application, and as a forum to answer all questions regarding the download and use of the application. These employees were then able to go back to their respective departments and spread this information by word-of-mouth. Guggenheim Partners completed a compliance review and SSEM negotiated with GOOD to acquire additional licenses necessary for the rollout. Compliance is in acceptance of the GOOD rollout because the transition is not mandatory and because action has been taken to find a third- party to enable the Firm to store all texts and written communication and stay in accordance with the Financial Industry Regulatory Authority. Compliance would approve a mandatory transition from BlackBerrys to GOOD with the use of a third party meeting its requirements. Pilot Group In order to understand the logistics of turning off lines on Firm-issued devices, Guggenheim Partners chose to begin the transition with a pilot group. The pilot group chosen for the rollout was Guggenheim Securities Capital Markets. This group was chosen because it has traditionally been policy focused with stricter regulations and therefore the most adaptable. As of June 5, 2015, this group was initially using 224 BlackBerrys. As of June 5, 2015, there were 77 employees that had both GOOD and a BlackBerry. This was the first group to be targeted, as these employees had already downloaded and been using the GOOD application. After speaking with employees individually, some individuals submitted a ticket to IT to request the BlackBerry be picked up immediately. However, there was some resistance to the transition and problems were encountered on both the side of the employee and the side of IT Support.
- 3. Page 3 of 6 With the rollout of this pilot group, many issues were identified that needed to be addressed. Obstacles Encountered Through this initial rollout, there were many unforeseen questions and concerns that needed to be resolved on the side of the employee: 1. Many of the employees who were scheduled to attend the in-person training sessions were absent and there was no employee participation with the webinar training. 2. Employees were unaware they were supposed to hand in their Firm-issued BlackBerrys after downloading and using GOOD on their personal devices, and unaware they had to contact IT Support, thereby creating a ticket, to hand in these devices. 3. Employees whose BlackBerrys were lost did not contact IT Support in fear of getting in trouble for having lost the physical device. 4. Employees had the misconception that GOOD uses a large amount of data and phone storage. 5. Employees had the misconception that GOOD drains the phone’s battery. 6. Employees were resistant to handing in their BlackBerrys because they desired a separation between business and personal life. 7. Employees were resistant to handing in their BlackBerrys because they were used for international travel. 8. Employees were resistant to handing in their BlackBerrys because they found it easier to type on the BlackBerry. 9. A few number of employees did not get good coverage on their personal mobile devices at the 330 Madison location. 10. A few number of employees deleted the application because they found that it was the source of going over their data plans, resulting in an increased cost on their monthly bills. 11. A few employees that did not previously have BlackBerrys were downloading and using GOOD, adding an expense to the company. In addition, there were many unforeseen problems and questions that needed to be addressed from the side of IT Support. While IT was able to quickly pick-up BlackBerrys directly from the desk of the users, the group had some issues as well: 1. The group did not send specific instructions with the process of downloading GOOD and returning the Firm-issued BlackBerry. 2. The group did not have an established way of collecting BlackBerrys and inputting data into the system so that lines could be suspended through the Firm’s mobile carriers AT&T and Verizon. 3. The group had no official method in place for terminating a BlackBerry line; many lines had been suspended due to previous corporate policy.
- 4. Page 4 of 6 4. The group did not have the most updated information regarding those using GOOD, those who had already turned in their BlackBerrys, and the number of BlackBerry lines not currently in use. 5. There was uncertainty for who held the responsibility of contacting the Firm’s mobile carriers to suspend BlackBerry lines. Moving Forward As the Firm moves forward, it will address the issues stated above. The concerns of employees are addressed below: 1. Employees will be sent training session dates and further information via email with an Outlook calendar planner that can be accepted and automatically added to the individual’s calendar. 2. Detailed instructions with the process of downloading GOOD and returning the Firm-issued device will be emailed to employees. Also attached to this email will be a document with frequently asked questions and answers. 3. Employees will be informed that it is not as important to hand in the physical device, but to notify IT that the line is no longer being used and can therefore be deactivated. 4. Employees will be notified that the application uses compressed data, therefore using much less data, and of the process of tracking data usage on their mobile devices. 5. It will be recommended that employees bring phone chargers to the workplace. 6. Employees will be informed that the application is completely separate from personal information; the Firm cannot view any personal information outside of the application. In addition, it is possible to turn off GOOD notifications during the weekend. 7. The Firm will reimburse employees for international costs on personal devices used for business purposes. 8. Managers will inform employees that easier typing is not a sufficient reason to resist the transition to GOOD. 9. Discussion will continue on allowing those individuals that do not have good coverage in the building to connect to the Firm’s restricted Wi-Fi network. 10. Advice will be given to download and first use the application when connected to Wi-Fi. 11. The cost of licensing GOOD is significantly less than that of a BlackBerry. The Firm has purchased 1500 GOOD licenses costing $4.95 per month per user while the BlackBerry costs $57 per month per user, with additional software renewal fees. Concerns on the IT side are addressed below: 1. Detailed instructions will be emailed to employees with the process of downloading GOOD and returning the Firm-issued devices. 2. IT will use its new established method of picking up BlackBerrys from employee desks and inputting the information into the system with three different checks.
- 5. Page 5 of 6 3. This practice to suspend the line, instead of terminating the line, has been in practice to avoid any termination costs, and is useful if the company decides to transfer the device to another employee instead of paying for an additional line. It can cost up to $300 to deactivate a line. However, currently, there are more BlackBerry lines than devices; the Firm is overpaying for its mobile usage. The process of deactivating (terminating) a BlackBerry line begins with the employee sending a ticket to IT Support. IT Support creates a subtask for the Procurement team to suspend a BlackBerry line and a subtask for the local Desktop team to pick-up the phone, when requested. The team will then suspend the line for $0 for Verizon and $10 for AT&T. Both carriers allow a suspension for 6 months out of the year. Before terminating a line, the Procurement team will ensure that the line is not currently in use by reviewing the zero-usage reports received from the mobile carriers. BlackBerrys that have been removed from employees cannot automatically be suspended because some have been reissued. The team has been looking at the invoice as the last point of reference to find those that have not already handed in their BlackBerrys. Through internal discussions, we found that the carrier portals should be the last point of reference. By looking at AT&T and Verizon portals, the team removes the lag-effect and has a better indication of the lines currently being used on the account. Currently, Verizon provides real-time information with reports that are easy to update and pull information from. The Procurement team is able to reassign BlackBerrys, apply international access, and suspend and deactivate lines. AT&T reporting is less current and requested reports may take 48 hours to receive. The Procurement team has the ability to suspend AT&T lines, but not to deactivate lines; the team has requested this capability. Moving forward, when a request is given to pick up a BlackBerry, the Procurement team will suspend the line and deactivate the line if it is not reissued in four to six weeks. This will apply to both AT&T and Verizon lines. 4. Chris Evans on the Service Desk will be the established point of contact for the BYOD rollout for the rest of the Firm. He will be responsible for reporting, answering any questions or concerns from employees, and being in contact with the IT Service Desk, Desktop teams, and the Procurement team to remove BlackBerry lines from the BES (the BlackBerry Enterprise Server that holds the Guggenheim Partners’ network) and suspend and deactivate BlackBerry lines. 5. The Procurement team is responsible for contacting the Firm’s mobile carriers to suspend and deactivate BlackBerry lines. Other Notable Topics 1. RSA Key. Originally, IT was not sending employees information on downloading the RSA key once a request for GOOD had been submitted. Moving forward, IT will be proactive in checking to make sure that if an individual uses the RSA key, he/she will be given instructions on downloading the application to the personal device.
- 6. Page 6 of 6 2. GOOD Signature. Originally, employees were not informed about the personal email signature on GOOD. Employees will been given instructions in the email sent from IT with the process of creating a personal signature in GOOD and a reminder to remove the BlackBerry mobile number from the personal signature on Microsoft Outlook. Conclusion From June 5, 2015 to September 5, 2015, 108 BlackBerrys have been removed, a 48% decrease from the original amount of BlackBerrys in Guggenheim Securities Capital Markets. A reduction in these lines will result in annual savings of $74,000. The New Hire Form has been updated so that new employees use GOOD on their personal devices instead of receiving a BlackBerry. A new policy has been established that all new BlackBerrys given out must be approved by the managers of those individuals. The Procurement team will continue to track zero-usage reports and deactivate lines that are not reissued within four to six weeks. The Firm has already continued the BYOD rollout with the Finance group, and will continue with Operations and Administrative groups and Investment Banking 1Q16, until all unnecessary BlackBerrys are removed to achieve an estimated annual savings of $1.3mm for the Firm.