How Worldpay enabled a mobile workforce with enterprise mobility management



Enterprise mobility is a key element of the wider business transformation objectives of many organizations, and understanding some of the challenges associated with deploying an enterprise mobility management solution is important. Additionally, when developing a business case for enterprise mobility, it is useful to understand some of the benefits that other organizations have experienced. This case study shares the experiences of Worldpay, a global leader in payments processing technology and solutions, which looked to enterprise mobility to help reduce IT infrastructure complexities and transform the way that employees work.

Ovum view

Enterprise mobility is maturing beyond its modest device management roots and becoming a practice and set of technologies that is vital to organizations looking to digitally transform. EMM solutions support organizations looking to embrace a digital workspace strategy that empowers employees to work more productively anywhere and on any device. The experiences shared by Worldpay in this case study demonstrate the tangible business benefits that can be achieved by adopting a strategic approach to enterprise mobility.

Key messages

  • Enterprises should take the time to understand and analyze the current user experience being delivered when planning how to optimize it through new technology.
  • Technology deployment should not be undertaken in a siloed fashion. Key stakeholders from the wider business must be engaged to ensure that optimal return on investment is achieved.
  • Enterprises are increasingly attaching heightened importance to mobile content management and mobile application management capabilities.
  • Developing and communicating an enterprise mobility policy is important to success.


Recommendations for enterprises

Technology deployment should not be undertaken in a siloed fashion. Involving and engaging the wider business, particularly key stakeholders, will promote optimal utilization of any new tool and deliver the return on investment (ROI) required. For example, engaging with the HR department can help to communicate the anticipated benefits and address any concerns. Change management practices are important, both to ensure that infrastructure changes are carried out with minimal disruption and to address potential resistance to change. Finally, when shortlisting and selecting a technology vendor, look beyond just capabilities. For Worldpay, developing a partnership with a vendor – one that supported the company through challenges that were sometimes unexpected – was vital to achieving its objectives.

Recommendations for vendors

Mobile device management capabilities are still important, but enterprises are increasingly looking to mobility to transform and optimize business processes and activities. Therefore, the importance of mobile content management and mobile application management capabilities will increase dramatically. The partnership developed between Worldpay and Citrix was vital to the company achieving its enterprise mobility objectives. Vendors that can look beyond solution deployment and focus on developing a strategic partnership with customers based on their strategic objectives are well positioned to not only attract new business but also retain it.

Enabling a mobile workforce and reducing technology complexities

Setting the business context

Reducing infrastructure complexities and embracing mobile workstyles

Prior to this project, the technology infrastructure that supported Worldpay's IT operations was fragmented and complex. Worldpay had a competent technology estate, but the company was concerned by how it was being utilized in a very siloed fashion, which restricted the value that was being realized from enterprise technology investments. The company utilized many technologies that could be described as best in class, but the fragmented nature of the infrastructure resulted in Worldpay experiencing significant complexity, which in turn impacted its ability to work in a more agile fashion to meet new business demands.

Worldpay was keen to consolidate technologies and enable a more mobile way of working, with the aspiration of enabling employees to work more productively. As the Ovum data below shows, this is a business objective shared by an increasing number of organizations, with more than 60% of all respondents to our 2016/17 ICT Enterprise Insights survey indicating that they are either planning or in the process of progressing toward a mobile workplace strategy

Figure 1: Businesses' progress twoard digital transformation areas

In addition to this objective, Worldpay had a desire to explore product capabilities that could offer more than those it was currently utilizing. Specifically, in the context of enterprise mobility, the company wanted to adopt capabilities that would enable it to empower employees beyond simple email and calendar functionality. Worldpay was keen to adopt a solution that would help it achieve a more productive and mobile way of working. Functionality to achieve this aim included mobile access to corporate intranet resources and the ability for employees to access shared drives with offline file viewing/editing.

Beyond the technology: Facilitating a more productive way of working

Understanding current employee behaviors in the context of mobility was important to Worldpay in assessing how the company's approach to enterprise mobility could be improved to deliver greater business benefits. Worldpay identified that employees very rarely created content when working in a mobile fashion. When utilizing mobile devices, employees mostly engaged in activities associated with consuming and referencing content as opposed to actively creating it. The company concluded that the mobile device was predominantly used to undertake quick and easy actions. For example, Worldpay did not see great demand from its employees to use the document-editing functionality that comes with the productivity suites offered by many EMM solutions. Worldpay's analysis showed that when employees wanted to undertake work in productivity applications, such as spreadsheets or word processing, they did so via a desktop session. Taking the time to recognize and understand current and potential future employee behaviors is vital to ensure that any new technology adopted is meeting a need. By undertaking this work, Worldpay had a good understanding of the type of workstyles the technology needed to support, and thus knowledge of the required capabilities.

Building the business case

The Worldpay project team formulated a number of different scenarios and costings prior to a recommendation being made that led the project to be approved. These scenarios considered the TCO of its desktop and mobile product suite over a three-year period. The team also considered Worldpay's existing desktop licensing model for Citrix, expected growth, and the impact of the newly created enterprise mobility initiative. Worldpay saw a clear trend toward people wanting to install products on multiple devices (e.g. smartphones and tablets). The company planned to move from a device- to a user-based licensing model. Eventually, Worldpay took an "all in" approach, which involved trading its existing Citrix XenDesktop licenses for Citrix Workspace Suite. This afforded it the flexibility to deploy XenMobile across the entire Citrix user base, offering employees new capabilities and transforming how they worked. This did involve a marginal up-front investment, but payback over a three-year period was predicted and factored into the business case.

The role of Citrix XenMobile in solving the problem

Existing landscape and solution selection

The strategic focus was to align with a bring-your-own-device (BYOD) strategy and move away from providing colleagues with a corporate handset. It was important to communicate the value of this approach, which included a cash incentive, while at the same time Worldpay had board-level support for this enterprise-wide initiative. The company applied security principles and policies via a BYOD policy that would support employees in undertaking their work.

Worldpay had a relationship with Citrix because the company utilized virtual desktop technology provided by the vendor. Worldpay's experience of working with Citrix was positive, and the technology adopted had proved effective in supporting business objectives. When identifying technologies that could support its enterprise mobility strategy, Worldpay explored how Citrix could further support it in this context. However, ensuring that any technology would meet the needs identified was the critical requirement, so in addition to Citrix, solutions from Good Technology, BlackBerry, and VMware AirWatch were also shortlisted.

Worldpay developed a requirements document that included capability that was deemed necessary and functionality that would be nice to have – mobile device management (MDM) capabilities were especially important. The vendors shortlisted were then assessed and analyzed against these requirements. After this process, Citrix XenMobile was the solution identified as the one that best matched Worldpay's requirements. Having determined that XenMobile was the best fit, a decision was made to move forward with the proof of concept. Worldpay developed a pre-production environment that operated for several months and involved selected IT and key business stakeholders.

Bringing the strategy to life


The XenMobile deployment formed one stream of a wider program of work to deliver an enhanced desktop, collaboration, and mobility experience to Worldpay employees. The company ran the deployment project with a small team of desktop support and provisioning staff, managed by the enduser technology team (the XenMobile service owner). This was supported by Worldpay's main infrastructure team, who built and deployed the new XenMobile environment in conjunction with Citrix consulting. Worldpay took a very light-touch approach to the deployment, focusing on self-service as much as possible through the creation of installation and FAQ documents to assist end users. Worldpay also ran several communication campaigns internally and hosted migration event days in key sites. Here, employees could see a demo of the product, ask questions, and have XenMobile installed to their device "on the spot." These proved very popular and helped generate further cultural buy-in to the change.

Good Technology was the EMM solution that Citrix XenMobile would be replacing. To ensure a smooth transition, Worldpay ran the two solutions side by side for some months. As with any enterprise-wide project of this scale, there was some resistance to change from some employees. Worldpay advised that this resistance commonly related to some obscure features offered by the previous solution that had limited appeal to only a few users. Key to managing this resistance was communication and education. The project team had to recognize and act on these concerns in guiding staff on alternative ways of working with the capability offered by the new solution.

Because Worldpay was already utilizing virtual desktop capabilities provided by Citrix, much of the infrastructure required to put XenMobile into operation was already in place. This made the process of deploying the new EMM solution quite straightforward and helped Worldpay realize value from the investment quickly. Worldpay also recruited the support of Citrix from the proof-of-concept stage, and the company highlighted the importance of this partnership to the success of the deployment. Having senior executives take part in this proof of concept also helped overcome common cultural challenges associated with the adoption of a new enterprise technology.

The importance of developing a mobile policy

A mobility policy is vital as it helps communicate the intended value of the initiative, while also advising employees as to how any change may impact them. Although Worldpay employed a BYOD strategy, there would still be instances where the provision of a corporate device would be appropriate. The mobile policy developed by Worldpay focused on rationalizing the deployment of corporate devices by clearly defining entitlement based on specific use cases.

Outcome assessment

The project was delivered on time and on budget, with user feedback being very positive. The device enrollment process has improved dramatically, and synchronization with Active Directory has proved to be beneficial from an identity management perspective. New mobile content management capabilities have also proved to be popular, especially in enabling employees to better share and view important files via multiple devices. Although Worldpay advises that it is still at an early stage of utilizing this capability, it marks good progress in delivering a true digital workspace that enables employees to undertake work seamlessly, and across multiple devices. Ovum data reinforces how important mobile content management capabilities are becoming for organizations embarking on an enterprise mobility initiative. Over 61% of the 5k respondents to our recent ICT Enterprise Insights survey advised that minor or strategic investment in this area was planned over the next 18 months.

Figure 2: Enterprise mobility investment plans over the next 18 months

It is also necessary to consider some of the more intangible benefits of the strategic activities the project team engaged in as part of this initiative. Communication channels with senior business leaders were strengthened through the proof-of-concept process. Additional examples of benefits realized include improving employee engagement and strengthening resources that support employee self-service.

Telecoms expense management (TEM) has not been an element of concern for Worldpay. Most employees at the company do not have a work-only telecoms account for costs associated with making calls, and many consumer mobile contracts now offer unlimited minutes, texts, and so on. Historically, employees would expect their employer to pay for mobile calls, messaging, and broadband. However, mobile contracts have gone in a similar direction to landline phone contracts and have become somewhat commoditized, with many offering unlimited calls as part of a contract. One common exception is costs associated with employees who travel. However, barriers here are also being eradicated, with consumer tariffs often including costs accrued internationally as part of a normal contract. Where this is not the case, Worldpay employees typically expense the international calling charges back to the company. While Worldpay's approach may not be one embraced by other organizations, it is one that employees have embraced.

Lessons learned

Gaining the support of leaders throughout the business is vital to encourage employee behavior change

Adopting new technology, especially technology that is replacing something else, can present cultural challenges. Users should be made aware of how new capabilities can not only support their existing activities but also help them realize new productivity efficiencies. The strength of a self-service ecosystem and key stakeholder engagement is key to overcoming this challenge.

Take the time to understand current employee behaviors and ways in which technology could be further empowering

Before embarking on an initiative, consider what you are aiming to achieve in terms of end-to-end user technology solutions (desktop, mobile, etc.). Consider how any new technology will be integrated to optimize working practices and improve the employee and customer experience. Understanding the components required (infrastructure, partnerships, training, etc.) to deliver the experience required to achieve the strategic aims is important. Any initiative that affects how employees work should not be undertaken in a siloed fashion; people and communities from all areas of the business must be engaged and involved early in the project.

Policy development and communication are vital

For Worldpay, working closely with HR was vital to communicate the importance of its new device policy across the enterprise. HR proved to be a valuable partner in helping the project team manage key changes and understand how such changes would impact how employees work. In many organizations, directives and communications from HR hold more weight than those from IT, so leveraging this can be useful in broadening understanding of policies.

Ovum Consulting

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