Top 50 iPad Rollouts by Enterprises & Schools (Update)

Eric Lai

(List updated March 2 with: US Air Force (up to 18,000 iPads) and IBM (10,000 iPads) Back in June 2011, the WSJ had a fascinating article about one-hit wonder products like the Baby on Board sign and, more recently, Silly Bandz. That got me thinking: have the past three months proven that the iPad is no one-hit wonder?

Why, yes, I do believe it has. There’s the many tens of millions of iPads sold in more than two years, the huge pent-up demand for the iPad 3 and Apple’s continued domination over the PlayBook, Xoom and Galaxy Tab.

In October 2011, Apple said that 92% of the Fortune 500 are deploying or testing iPads. Meanwhile, 2,300 school districts in the U.S. are using the iPad, including 600 that have 1:1 iPad:student programs.

However, consumers are fickle. Tastes change, fads fade. In one year, couldn’t the tablet market look completely different?

Sure it could. But it won’t, I think, for a very simple reason: apart from isolated examples like American Airlines buying 6,000 new Samsung Galaxy Tab 10.1s, enterprises (and schools) are only deploying iPads widely today.

Why is this important? Enterprises plan their budgets and upgrade cycles years in advance (with hardware, that is typically 3-5 years).

The reason is because no IT deployment is as simple as the actual hardware/software purchase. There is training for IT staff and employees. There are the new regulations that must be complied with (and paperwork to be filed). There are budgets to managed and anticipated. There are applications that need to be built, rebuilt, purchased or upgraded.

In other words, any IT decision, no matter how seemingly quick and tactical, usually ends up getting rolled into a larger strategy with a many year impact.

My point is that none of the large organizations that are deploying iPads today are making that decision capriciously. As a result, they won’t dump them hastily. No, anyone who has deployed iPads to hundreds or thousands of employees and has started to use real enterprise apps is basically committed to expanding that usage for the medium term, and very likely the long-term.

Which brings me to the iPad deployment list that I co-maintain with Jim Siegl. The list just won’t stop growing, with about 500 organizations deploying 168,000 iPads.

(Note: this number is lower than Apple’s states above because it only includes deployments we have verified through public sources like news articles and press releases.)

At the top of the list, there is some movement. SAP is now up to 14,000 iPads, up from 3,500 in the spring. United Airlines plans to deploy 11,000 iPads, equipping all of its pilots. Teach For America has taken 9,000 refurbished iPads from Apple and handed them to its teachers.

Hyundai announced in August that it had given away 2,000 iPads to buyers of its 2011 Equus luxury sedan (but alas, is discontinuing the promotion for 2012 models).

Ottawa Hospital is now up to 2,300 iPads – not surprising considering the strong interest by healthcare, and Alaska Airlines, which plans to replace its bulky flight manuals with iPads and PDFs for its 1,400 pilots. And I was able to verify that Korea Telecom actually gave away iPads away in January to all 32,000 employees.

Other newbies to the list: the Singapore military announced in late June it plans to give iPad 2s to new recruits as standard issue (along with their rifles, apparently). Verizon is deploying 3,800 iPad 2s (only fitting, since it is a leading provider of hosted mobile device management software-as-a-service and, full disclosure, a Sybase partner). Walt Disney Co. is deploying about 2,000 iPads to employees and the Clark County School District for Las Vegas, Nevada is spending $1 million on 1,859 iPads for students.

Here is the Top 50, in all of its Google Spreadsheets-generated glory:

(Click on graphic to see a larger version which you can save by right-clicking.)


Time for a quick commercial: Sybase, an SAP Company, has just released a new book, Mobility Manifesto: Transforming the Enterprise, for which I was the editor.

You can download it at Expect a mix of snarky observations about the plight of mobility-starved workers, possibly like yourselves.

Mixed in also is helpful business strategy and actionable IT tactics. All with a minimum of shilling for Sybase and SAP products.

You could even send a copy of the book or e-book to your boss or CIO. It’s easier than Occupying his or her office, and may turn out to be just as effective.



awareness , News

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13 Scary Statistics On Employee Engagement [INFOGRAPHIC]

Jacob Shriar

There is a serious problem with the way we work.

Most employees are disengaged and not passionate about the work they do. This is costing companies a ton of money in lost productivity, absenteeism, and turnover. It’s also harmful to employees, because they’re more stressed out than ever.

The thing that bothers me the most about it, is that it’s all so easy to fix. I can’t figure out why managers aren’t more proactive about this. Besides the human element of caring for our employees, it’s costing them money, so they should care more about fixing it. Something as simple as saying thank you to your employees can have a huge effect on their engagement, not to mention it’s good for your level of happiness.

The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.

1.  Encourage side projects

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload. Let them explore their own passions and interests, and work on side projects. Ideally, they wouldn’t have to be related to the company, but if you’re worried about them wasting time, you can set that boundary that it has to be related to the company. What this does, is give them autonomy, and let them improve on their skills (mastery), two of the biggest motivators for work.

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload.

2.  Encourage workers to engage with customers

At Wistia, a video hosting company, they make everyone in the company do customer support during their onboarding, and they often rotate people into customer support. When I asked Chris, their CEO, why they do this, he mentioned to me that it’s so every single person in the company understands how their customers are using their product. What pains they’re having, what they like about it, it gets everyone on the same page. It keeps all employees in the loop, and can really motivate you to work when you’re talking directly with customers.

3.  Encourage workers to work cross-functionally

Both Apple and Google have created common areas in their offices, specifically and strategically located, so that different workers that don’t normally interact with each other can have a chance to chat.

This isn’t a coincidence. It’s meant for that collaborative learning, and building those relationships with your colleagues.

4.  Encourage networking in their industry

This is similar to number 2 on the list, but it’s important for employees to grow and learn more about what they do. It helps them build that passion for their industry. It’s important to go to networking events, and encourage your employees to participate in these things. Websites like Eventbrite or Meetup have lots of great resources, and most of the events on there are free.

13 Disturbing Facts About Employee Engagement [Infographic]

What do you do to increase employee engagement? Let me know your thoughts in the comments!

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

This infographic was crafted with love by Officevibe, the employee survey tool that helps companies improve their corporate wellness, and have a better organizational culture.


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Supply Chain Fraud: The Threat from Within

Lindsey LaManna

Supply chain fraud – whether perpetrated by suppliers, subcontractors, employees, or some combination of those – can take many forms. Among the most common are:

  • Falsified labor
  • Inflated bills or expense accounts
  • Bribery and corruption
  • Phantom vendor accounts or invoices
  • Bid rigging
  • Grey markets (counterfeit or knockoff products)
  • Failure to meet specifications (resulting in substandard or dangerous goods)
  • Unauthorized disbursements

LSAP_Smart Supply Chains_graphics_briefook inside

Perhaps the most damaging sources of supply chain fraud are internal, especially collusion between an employee and a supplier. Such partnerships help fraudsters evade independent checks and other controls, enabling them to steal larger amounts. The median loss from fraud committed
by a single thief was US$80,000, according to the Association of Certified Fraud Examiners (ACFE).

Costs increase along with the number of perpetrators involved. Fraud involving two thieves had a median loss of US$200,000; fraud involving three people had a median loss of US$355,000; and fraud with four or more had a median loss of more than US$500,000, according to ACFE.

Build a culture to fight fraud

The most effective method to fight internal supply chain theft is to create a culture dedicated to fighting it. Here are a few ways to do it:

  • Make sure the board and C-level executives understand the critical nature of the supply chain and the risk of fraud throughout the procurement lifecycle.
  • Market the organization’s supply chain policies internally and among contractors.
  • Institute policies that prohibit conflicts of interest, and cross-check employee and supplier data to uncover potential conflicts.
  • Define the rules for accepting gifts from suppliers and insist that all gifts be documented.
  • Require two employees to sign off on any proposed changes to suppliers.
  • Watch for staff defections to suppliers, and pay close attention to any supplier that has recently poached an employee.

About Lindsey LaManna

Lindsey LaManna is Social and Reporting Manager for the Digitalist Magazine by SAP Global Marketing. Follow @LindseyLaManna on Twitter, on LinkedIn or Google+.


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Why New Technology Has An Adoption Problem

Danielle Beurteaux

When 3D printing became a practical reality, in the sense that the actual printers became more efficient, less expensive, and more accessible to the average consumer, there was an assumption that the consumer 3D printing market was going to take off. We’d all have printers at home printing…. what? Our clothes? Toys? Spare organs?

That has yet to happen. 3D printing company MakerBot just went through its second employee layoff this year, driven by a market that’s developing much slower than predicted.

That same thinking is in play with a somewhat more prosaic technology – digital wallets. Apple Pay was released this year, as was Samsung Pay. There’s also Google’s Android Pay. During an earnings call, Apple CEO Tim Cook said: “We are more confident than ever that 2015 will be the year of Apple Pay.” But that expectation has yet to be realized, at least vis-à-vis consumers.

Consumers aren’t using any of the digital wallets en masse. According to Bloomberg, payments made via mobile wallets – all of them – make up a mere 1% of retail purchases in the U.S. The reason is that consumers just don’t see a compelling reason to use them. There’s no real reward for them to change from SOP.

Both these instances highlight a problem with assumptions about mass adoption for new technology – just because it’s cool, interesting, and accessible doesn’t mean a market-worthy mass of people will use it.

Who is more likely to use mobile wallets? Emerging economies without a stable financial and banking systems. In those environments, digital payments present a more secure and quicker method for purchasing. These are the same areas where mobile adoption leapfrogged older technologies because there was a lack of telecommunications infrastructure, i.e. many never had a landline phone to begin with, and they went directly to mobile. The value-add already exists. (But there are also security issues, to which consumers are becoming more sensitive. A hack of Samsung’s U.S. subsidiary LoopPay network was uncovered five months post-hack. Although one was expert quoted as saying the hackers may not have been interested in selling consumer financial info but instead in tracking individuals.)

Here’s some interesting data and a good point made: mobile payments are most popular in situations where the buyer already has his or her phone in hand and the transaction is made even quicker than swiping plastic. For example, purchases made for London Transit rides are responsible for a good portion of the U.K.’s mobile payments.

Mass technology adoption is no longer driven simply by the release of a new product. There are too many products released constantly now, the market is too diverse, and the products often lack a true raison d’être.

Learn more about how creative and innovative companies are finding their customers. Read Compelling Shopping Moments: 4 Creative Ways Stores Connect With Their Customers.


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Do You Hear The Voice Of Your Customer?

Maria Morais

Try to find a company where customers bring something else other than cash, credit, or points in loyalty cards. You won’t find much. – John S. McKean

While most companies seem to have a good grasp of what “voice of the customer” means and its importance, there seems to be a big challenge around the cultural shift that the voice-of-the-customer strategy requires in order to be truly effective.

The main reason why companies don’t implement a customer-centric strategy is because they assume that they are in charge.

  • Companies give promotions to their customers;
  • Companies produce products that customers really want;
  • Companies collaborate with their customers in social channels;
  • Companies “target,” “acquire,” “manage,” and “retain” customers as if they were not able to manage their own wills.

The thinking behind all this mentality dismisses customers’ individual differences and customers’ real ability to contribute.

Many of us expected the balance of power between companies and customers to shift with omni-channel retail, but in fact companies are less involved with their customers thanks to big data, analytics, business intelligence, and programmatic marketing.

Collaboration doesn’t mean engagement

If the company is in charge, by creating methods of engagement, predicting behavior, and controlling the customer experience, the customer is not more than a number that belongs to a group of other similar “variables.” How can you really hear the voice of your customer with all this noise around you?

Improving technology to satisfy companies is not a substitute for direct knowledge voluntarily given by customers. Over the coming years customers will be emancipated from systems that were built to control them, and customer relationship management (CRM) will finally die as a software category.

Looking beyond CRM

Information mining is a key phase in any voice-of-the-customer strategy, and ethnographic methods have been proven to be the most efficient for customer-centric innovation rather than the usual quantitative methodologies. Companies need systems that aggregate raw data from all touch points affecting decision making in real time. This type of initiative typically has a significant upfront investment before measurable benefits can be realized, but even knowing that digital transformation is moving much more rapidly in some industries than in others, no one can afford to wait much longer.

Companies that invest in their customers now are the ones that will see the biggest profits in the future. The voice of the customer is rapidly evolving along with anything connected via the Web, and customers will completely stop sharing their voice with companies that simply follow legacy approaches and are obsessed with statistical inferences.

It’s time to change; it’s time to inspire your customers

Take our e-commerce self-assessment to see how you can deliver the omni-channel experience.

Learn how Technopolis is delivering a superb omni-channel shopping experience to its customers.

Find out more about the omni-channel customer experience in the SAP eBook Digital Disruption: How Digital Technology is Changing Our World.


About Maria Morais

Maria Morais is Customer Engagement and Commerce Retail Lead at IBM GBS. You can follow Maria Morais on Twitter @ceumorais.

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