For: Security &
Risk Professionals
Define A Compelling Strategy To Secure
And Protect Mobile Moments
by Laura Koetzle, Stephanie Balaouras, and Michele Pelino, February 24, 2015
| Updated: February 25, 2015
KEY TAKEAWAYS
A Strategic Plan Outlines S&R’s Critical Role In Securing Mobile Moments
Every technology management group says that supporting mobile moments is a top
priority. If S&R pros want the business to see them as more than plumbers and paranoid
custodians, they must use the strategic plan to reinforce the strategic, not supporting,
role that they plan in mobility.
A Compelling Mobile Security Strategic Plan Must Include Five Core Elements
Forrester recommends that you develop a three- to five-year mobile security plan
that includes the following elements: 1) a mission statement; 2) a security mapping
to the mobile moment IDEA cycle; 3) a SWOT analysis to assess current and future
opportunities and challenges; 4) a list of prioritized actions; and 5) an action-focused
road map.
Follow Forrester’s Seven Steps To Develop A Mobile Security Plan
The process includes seven steps: 1) Interview mobility stakeholders; 2) assess the
current state of mobile maturity; 3) identify and prioritize mobility initiatives; 4)
evaluate mobile security requirements; 5) determine success criteria and metrics; 6)
define a future state road map; and 7) establish a communication plan.
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FOR SECURITY & RISK PROFESSIONALS
FEBRUARY 24, 2015
UPDATED: FEBRUARY 25, 2015
Define A Compelling Strategy To Secure And Protect Mobile
Moments
Strategic Plan: The Mobile Security Playbook
by Laura Koetzle, Stephanie Balaouras, and Michele Pelino
with Tyler Shields, Christopher Voce, Chenxi Wang, Eric Chi, and Jennie Duong
WHY READ THIS REPORT
Forrester designed this report to help security and risk (S&R) leaders develop comprehensive strategic
mobile security plans to secure and protect both employees’ and customers’ mobile moments — without
degrading the quality of those mobile experiences. Developing a comprehensive mobility strategy requires
S&R professionals to: 1) collaborate with executives and business decision-makers across the organization;
2) communicate the need for a comprehensive mobile strategy to all critical stakeholders; 3) understand
current and future mobility requirements; and 4) develop and document a road map to clearly define the
timeline. This is an update of a previously published report; Forrester reviews and updates it periodically
for continued relevance and accuracy. We revised this edition to factor in S&R pros’ role in customerfacing mobile initiatives.
Table Of Contents
Notes & Resources
2 S&R Pros Must Deliver A Strategy To Secure
Mobile Moments
Forrester incorporated feedback from
numerous end user and vendor interactions
as well as various other client engagements.
3 Key Elements Of A Strategic Plan For Mobile
Security
5 Seven Steps To Mobile Security Strategy
Development
Related Research Documents
The Future Of Mobile Security: Securing The
Mobile Moment
February 17, 2015
Assess Your Mobile Security Strategy And
Operations Program
January 22, 2015
Enable Mobile Engagement Through A
Cross-Functional Mobile Security Team
March 14, 2014
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FOR SECURITY & RISK PROFESSIONALS
Define A Compelling Strategy To Secure And Protect Mobile Moments
2
S&R PROS MUST DELIVER A STRATEGY TO SECURE MOBILE MOMENTS
Forward-looking S&R leaders know that their most important responsibility is to earn and retain
the trust of their firms’ customers, because if our firm doesn’t live up to the trust that customers
have placed in us, those customers will take their business elsewhere. For CMOs and eBusiness
pros, today’s explosion of mobile possibilities is a tremendous opportunity for deepening customer
engagement — and it’s up to S&R professionals to add the safeguards necessary to preserve customer
trust while also enabling mobility in the business. To build those protections in from the ground
up, S&R pros must participate in the ideation, design, engineering, and analytics for both customerfacing and employee-focused mobile strategy. This means that S&R pros need a comprehensive
strategic plan for securing mobile moments. Forrester defines a mobile moment as:
A point in time and space when someone pulls out a mobile device to immediately get what he or
she wants, in context.1
The optimal strategic plan for ensuring that customers and employees achieve that mobile moment vision
successfully and securely will preserve confidentiality, availability, and integrity and deliver contextawareness, simplicity, and automation.2 Specifically, S&R pros must design their strategic plans to:
■ Get a seat at the mobile strategy table. If S&R pros can anticipate requirements, devise ways
to reduce risk to acceptable levels, and consistently provide line-of-business stakeholders with
solutions that enhance customer trust, the chief information security officer (CISO) will earn a
seat at the table and stay actively involved in setting mobile business and security strategy.
■ Provide justification for additional resources to protect those mobile moments. Given that
Forrester forecasts that there will be 4.6 billion smartphones in use globally in 2018, customer and
customer-facing mobile moments will drive a significant portion of your firm’s business technology
agenda.3 The new skills and technologies we’ll need to deploy will cost money, and CISOs must lay
out the explicit connection of those expenses to winning, serving, and retaining customers.
■ Serve as a standard document to communicate current and future mobility plans. If S&R
leaders ask for significant investment and resources, they must deliver a commensurate return
on that investment. In your strategic plan, you must provide an assessment of your current state
and a road map for achieving the desired future state. Each year, you must reassess your current
state against your goals and show progress to business and technology management leaders.4
The results of your assessments will prove that you’re using the firm’s investment wisely.
■ Help facilitate mobility discussions with executive and line-of-business decision-makers.
S&R pros still struggle to communicate the contributions that security makes to earning and
retaining customer trust and thus to the firm’s business. Why? Because they often dive into
technical and operational details too quickly and fail to show traceable alignment between
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FOR SECURITY & RISK PROFESSIONALS
Define A Compelling Strategy To Secure And Protect Mobile Moments
3
their activities and the firm’s business strategies for winning, serving, and retaining customers.
A strategic plan forces S&R professionals to document the alignment between their mobile
initiatives and the firm’s overall objectives like increasing revenue and entering new markets.
KEY ELEMENTS OF A STRATEGIC PLAN FOR MOBILE SECURITY
Strategic planning is an exercise in defining the resources you need to reach specific objectives.
It starts with defining objectives and describing the methods to accomplish them. The strategic
plan also identifies how these methods map to available resources and paves the way to creating
prioritized and staged operational plans to execute the actions required to achieve the strategic
objectives.5 Forrester recommends that you develop a three- to five-year mobile security plan that
includes (see Figure 1):
■ A mission statement. The mission statement defines the purpose of mobile security and its
relevance to broader enterprise and technology management mission statements. In addition,
it describes the specific role of S&R and the services and functions they deliver to broader
enterprise mobility initiatives and business objectives, such as in the chairperson’s report to
shareholders. The mission statement must be consistent with the vision and values of the
enterprise as a whole.
■ A mapping to the mobile moment IDEA cycle. Forrester has distilled all of our research on
how successful companies tackle many different types of mobile moments — such as customers
receiving mobile marketing messages when entering a store and financial advisors sitting with
customers — into a universal four-step business discipline for approaching any mobile moment.
We call that business discipline the IDEA cycle, which consists of four steps: 1) Identify the
mobile moments and context; 2) design the mobile engagement; 3) engineer the mobile moments
and process; and 4) analyze results to monitor performance and optimize outcomes (see
Figure 2).6 The IDEA cycle provides a useful common framework for business and technology
management stakeholders to build their strategic plans for supporting all mobile moments.
■ A SWOT analysis to assess current and future opportunities and challenges. S&R leaders
should perform a strengths, weaknesses, opportunities, and threats (SWOT) analysis of their
mobile security program as well as their approach to enabling the mobile lines of business.
Strengths and weaknesses are discovered by assessing your current mobile security efforts.
You can leverage Forrester’s Mobile Security Maturity Assessment to do this.7 Opportunities
and threats focus on the future state, the evolution of IT and mobile technology, and the
consequences of missing this evolution.
■ A list of prioritized actions. Actions are projects and tasks that S&R must perform to: 1) bring
mobile to the required level to remedy today’s weaknesses and 2) acquire new processes, skills,
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Define A Compelling Strategy To Secure And Protect Mobile Moments
4
and tools to prepare and capitalize on opportunities in the future. You must prioritize and
logically sequence each action based on importance to the mission statement and feasibility
with current and future capabilities, resources, and budgets.
■ A road map for prioritized actions — and a “wish list” for everything else. The road map
places actions in a timeline based on the plan’s horizon. Base your road map on the list of
actions and their prioritization, adjusted for the budgets for each period. Create a wish list for
actions that are not included in the road map. These wish list items must include an assessment
of the costs of not implementing them as well as an estimate of the budget and resources you’d
need to implement them.
Figure 1 The Mobile Security And Operations Strategic Plan
Business technology
agenda planning
Mission statement
• Role
• Services
Current mobile
state inputs
• Metrics
• Surveys
SWOT analysis
Strategic plan committee
• Customer experience
• Business stakeholders
• Mobile app developers
• S&R
• CIOs
• Employees
Business planning
expert input
Remedial
actions
Budget
• Today
• Future
Opportunity
actions
Prioritization of
actions
Capabilities
Critical success
factors — KPIs
Strategic plan
road maps
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FOR SECURITY & RISK PROFESSIONALS
5
Define A Compelling Strategy To Secure And Protect Mobile Moments
Figure 2 The Mobile Security Strategic Plan
Identify
the mobile
moments
and context.
Analyze
results to monitor
performance and
optimize outcomes.
Design
Start small
with a platform
to extend.
the mobile
engagement.
Engineer
your platforms,
processes, and
people for mobile.
Source: January 24, 2014, “Re-Engineer Your Business For Mobile Moments” Forrester report
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SEVEN STEPS TO MOBILE SECURITY STRATEGY DEVELOPMENT
S&R professionals must develop a comprehensive mobile security strategic plan. The process
includes seven steps: 1) Interview mobility stakeholders; 2) assess the current state of mobile
maturity; 3) identify and prioritize corporate mobility initiatives; 4) evaluate mobile technology and
security requirements; 5) determine success criteria and metrics; 6) define a future state road map;
and 7) establish a communication plan.
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Define A Compelling Strategy To Secure And Protect Mobile Moments
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Step 1: Identify And Interview Mobility Stakeholders
Never assume that you know what your customers, employees, and partners need in their mobile
moments (or will need in their future mobile moments). S&R executives should meet with business
stakeholders to gain visibility into current and future mobility requirements for the firm’s entire
dynamic ecosystem of value, including:
■ Customers. S&R pros should shadow customer experience professionals as they observe and
analyze the mobile behavior of your customers. Your customer experience colleague will be
asking questions such as: “Can we immediately solve a customer’s problem?” and “Can we
eliminate friction or annoyance in a customer’s life?”8 As an S&R professional, you can help find
ways to answer “Yes!” to those questions that preserve (and enhance) customer trust.
■ Business stakeholders. S&R pros must understand which customer mobile moments your
line-of-business, marketing, and sales executives consider most critical, and why. Matching that
insight with what you’ve learned about your customers’ needs will equip your team to play the
optimal role in delivering those mobile moments.
■ Employee segments. Employee mobile moments matter, too, because ultimately, your
employees decide what your customers’ experience with your company will be.9 As part of the
IDEA cycle, S&R pros must help to identify the employee mobile moments that matter — the
ones in which they have the opportunity to excel in their jobs if they have the right tools —
and then to ensure that the team designing the application to support that mobile moment
implements the appropriate security controls.
■ CIOs. The challenge for CIOs is to put the fundamentals in place that permit technology
management teams to deliver on the expectations of mobile moments at scale. CIOs are looking to
their teams to build a modern mobile platform with these characteristics: 1) simplified data access;
2) cloud-based delivery; 3) proportional security; and 4) analytics-based feedback.10 No. 3 is where
S&R pros must take the lead — and the mobile security vision of confidentiality, availability, and
integrity delivered with context-awareness, simplicity, and automation fits the bill.
■ Mobile application developers. The real security risk is in the mobile application security layer.
Thus, S&R pros must also climb higher in the stack and look to implement security processes,
policies, and controls that center on mobile applications. A strong mobile application security
program must include the following four components: 1) an operational deployment of an
enterprise mobile management (EMM) solution (EMM is the next step for today’s mobile
device management solutions); 2) clearly defined security-related application acceptance
criteria; 3) consideration for the human elements of mobile moments when applying security
controls; and 4) fully automated programmatic tools that support the high volume of mobile
app turnover.11
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Define A Compelling Strategy To Secure And Protect Mobile Moments
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Step 2: Assess The Current State Of Mobile Security Maturity
Forrester developed a maturity model to help S&R professionals understand the current state of
their mobile security initiatives: Forrester’s Mobile Security Maturity Model provides a framework
that describes the 51 essential components of a successful mobile security program, which we then
organize into 14 functions and four top-level domains.12 You can use the model to help: 1) articulate
the role of S&R in mobility; 2) identify gaps and develop remediation plans; and 3) show that your
program improves over time.13
Step 3: Identify And Prioritize Mobility Initiatives
Using the stakeholder interviews and the results of the maturity assessment, S&R leaders can identify
and prioritize specific mobility initiatives. For each of the initiatives, here are the questions to ask:
■ What are the security and compliance implications of the proposed mobility initiatives?
During the mobile initiative prioritization process, it’s particularly important to consider device,
application, and data security for mobile solutions. S&R leaders must tackle the legal, privacy,
and security requirements associated with delivering potentially sensitive data to customer
devices over which they have no control, and for employees accessing similarly sensitive data
on devices that they have chosen and control. S&R professionals must work with customer
experience pros to develop a robust mobile policy that balances the security requirements of the
enterprise with the user’s device experience.
■ How will mobile initiatives change skills and staff requirements in S&R? To support
employee and customer mobile moments, S&R leaders will need to invest in new skills,
including mobile device management and security, mobile application management, secure
mobile development practices (in conjunction with application development and delivery pros),
architecting for the extended enterprise (meaning the full dynamic ecosystem of value for your
digital business), and threat modeling.14
Step 4: Evaluate Mobile Security Functional Requirements
To support customer and employee mobile moments, S&R leaders need to plan in these essential
functions:
■ Mobile flaw and malware detection. Look to add code analysis and application hardening
techniques to the malicious code and mobile security flaw-detection arsenal.
■ Reputation and content security. Combine content security elements (data wrapping, cloudbased file sync, and share) with reputation-based analytics.
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Define A Compelling Strategy To Secure And Protect Mobile Moments
■ Enterprise mobile management (EMM), which subsumes mobile device management.
Ensure that any technology you commit to here provides application wrapping and secure
network gateway functionality.15
■ Strong mobile authentication. Consider strong mobile authentication an essential baseline
service for all other mobile security components.16
■ Risk-based security. Understanding the quantified risk at each layer of the mobile security stack
allows for more-accurate security decisions. Sophisticated risk-based security will allow S&R
pros to ensure that the systems make the right decisions when balancing user experience with
compliance requirements.
■ And the convergence of all these elements into a unified mobile security platform by 2018.
Forrester predicts that by 2018, all of the above elements will merge into a single unified mobile
security platform (see Figure 3).17
Figure 3 The Unified Mobile Security Platform
Secure mobile content sharing
Risk-based mobile management
2013
2018
Application wrapping
Risk-based security
2013
Device management
Mobile authentication
2012
Secure network gateway
Enterprise mobile management
2013
2014
Source: “Mastering The Mobile Security Landscape” Forrester report
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Step 5: Determine Success Criteria And Metrics
Measure the success of each mobile initiative by assigning key performance indicators to each. If
you don’t track how much you spend on each mobility initiative or don’t measure these initiatives’
effects on IT administration efficiency, cost reduction, better access and data security, and internal
end user satisfaction, you won’t be able to defend your investments:
■ Measure mobile security and operational impacts. Typical metrics captured include: 1)
number of employees using specific mobile applications; 2) number of customers using specific
mobile applications, and business results of same; 3) amount of time spent on mobile access
control for customers, employees, partners, and other extended enterprise participants; 4) time
and cost to address compliance and regulatory requirements for both employee and customer
mobile moments; and 5) cost of a security breach per record.
■ Identify methods to measure customer, business stakeholder, and employee satisfaction.
It’s important to determine ways to measure the impact of mobility initiatives on business
stakeholders, employees, and customers. For example, S&R pros can measure the level of business
engagement by monitoring use of specific mobile applications and services or by monitoring
the level of business unit satisfaction with mobility initiatives using direct surveys. S&R pros can
piggyback on customer satisfaction analyses driven by customer experience professionals.
Step 6: Define A Future State Road Map
When planning for the future, S&R professionals must develop a road map to link their mobile
strategy to business needs, shape future capital requirements, and guide product selection. Your
road map for mobility should detail a five-year vision of the fundamental capabilities that you will
develop as well as how you will evolve those capabilities. You can use Forrester’s TechRadar analysis
of enterprise mobile security to confirm that given technologies have (or will have) the level of
maturity that you’ll need to deliver on your road map element on time.18 This includes not only the
technical investments described above but also the investments that you will need to deliver better
end user self-service and global support. Your road map should also show the prioritization of
remediation actions from the maturity assessment.
Step 7: Establish A Communication Plan
Poor marketing kills good products — and the same will be true for your mobile security strategy.
Simply investing in mobile security technologies and policies, and working toward the future
unified mobile security platform is not enough — you also need to develop awareness, buy-in, and
advocacy through effective marketing, communications, and training. These activities are essential
to driving and sustaining change in your organization. Forrester recommends a four-step approach
to creating a plan that clearly identifies who in the organization you need to communicate with
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and how to communicate with them. The four steps are: 1) Define key stakeholders; 2) define key
messages for each stakeholder group; 3) determine key communications campaigns; and 4) execute
the mobile communications plan.
ENDNOTES
Mobile moments are becoming a battleground for customers’ attention. If you serve the needs of a customer
or an employee in that moment, you can win their business and their loyalty. If you fail, an entrepreneurial
company will step in and fill the need for you, disrupting your business in the process. For more
information, see the January 24, 2014, “Re-Engineer Your Business For Mobile Moments” report.
1
2
S&R pros must extend the classical CIA (confidentiality, integrity, availability) model to embrace CSA:
context-awareness (context awareness, such as location, can itself provide a security safeguard), simplicity
(make it fast and easy), and automation (less interactivity). See the February, 17, 2015, “Future Of Mobile
Security: Securing The Mobile Moment” report.
Source: Forrester Research World Mobile And Smartphone Adoption Forecast, 2014 To 2019 (Global).
3
It’s Forrester’s view that every CIO’s organization must pursue a dual agenda consisting of business
technology (BT) — the technology, systems, and processes to win, serve, and retain customers — and
information technology (IT) — the technology, systems, and processes to support and transform an
organization’s internal operations. Forrester calls this dual agenda (and the organization that supports it)
“technology management.” See the June 4, 2014, “Develop Broad Tech Management Capabilities In Order To
Accelerate Your BT Agenda” report.
4
Source: Steve Cohen, William Eimicke, and Tanya Heikkila, The Effective Public Manager: Achieving Success
in a Changing Government, Jossey-Bass, 2008.
5
Forrester has also assembled a planning guide we call a mobile moment audit to help you consider the
universe of possible mobile moments and then sketch out what it will take to move through the IDEA cycle.
Then use a mobile moment worksheet to capture the essential elements for each step of the IDEA cycle,
including the impact on your core operations. See the January 24, 2014, “Re-Engineer Your Business For
Mobile Moments” report.
6
For more information, see the January 22, 2015, “Assess The Maturity Of Your Mobile Security Strategy” report.
7
In the first step of the IDEA cycle, customer experience pros will catalog and analyze target customers’
mobile moments, identify the context, and determine their motivations. This typically starts by conducting
ethnographic research — observing customers as they try to accomplish their goals — and translating
those observations into customer journey maps. See the January 24, 2014, “Mobile Moments Transform
Customer Experience” report.
8
Just as customers now expect information, service, or products on any device in their mobile moments, so
do today’s workers. Keep customer experience principles at the forefront of workforce technology planning.
Customer obsession demands employee obsession because employees decide what your customers’
9
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experience with your company will be. Look to the software and systems of engagement that can effectively
translate worker technological freedom to customer satisfaction. See the August 1, 2014, “Build Your
Workforce Computing Strategic Plan” report.
The modern mobile platform, built for today’s mobile strategy with an eye to tomorrow’s connected device
strategy, will be built on those four technology elements. See the October 20, 2014, “Mobile Moments
Require A New Technology Strategy” report.
10
Forrester developed its mobile application security maturity model to help S&R pros better evaluate their
current level of mobile security maturity and identify the processes required to “level up” their strategy to
support their employees’ current and future mobile moments. See the August 26, 2014, “It’s Time To Level
Up Your Mobile Application Security Program” report.
11
Forrester used over 50 criteria to assess different aspects of the mobile security program. See the January 22,
2015, “Assess The Maturity Of Your Mobile Security Program” report.
12
The model is a comprehensive framework that S&R executives can use to identify the gaps in their mobile
security program, evaluate its maturity, and determine how they can play a much bigger role in their
enterprise’s overall mobile strategy. The model consists of four top-level domains, 14 functions, and 51
components, each with detailed assessment criteria. It provides a consistent and objective method for
evaluating security programs and articulating their value. See the January 22, 2015, “Assess The Maturity Of
Your Mobile Security Program” report.
13
These are the five essential technical skills for a successful mobile security program. See the March 14, 2014,
“Enable Mobile Engagement Through A Cross-Functional Mobile Security Team” report.
14
Mobile device management (MDM) solutions are effective tools to help deliver on this mandate and
provide applications and resources to employee devices without sacrificing employee productivity. For
more information about the EMM and MDM market, see the September 30, 2014, “The Forrester Wave™:
Enterprise Mobile Management, Q3 2014” report.
15
S&R pros need to design security controls that, ideally, improve customer experience, or at a minimum,
don’t detract from it. For more information see the September 17, 2014, “Transform And Protect Your
Customers’ Mobile Moments With Seamless Authentication” report.
16
The 2018 unified mobile security platform will apply security at all the layers of the mobile stack: the
network, operating system, application, and content layers. See the February 6, 2015, “Mastering The
Mobile Security Landscape” report.
17
The current and emerging plethora of technologies span the stack from the network layer to the application
and data layer, leaving security and risk (S&R) professionals with little idea which technology will best meet
their security needs while still supporting an empowered workforce. This updated TechRadar report, the
road map document of the Mobile Security playbook, defines the use cases, business value, and outlook for
the 15 technologies that comprise the core enterprise mobile security technologies. See the November 3,
2014, “TechRadar™: Enterprise Mobile Security, Q4 2014” report.
18
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