the future of mobility: a virtual roundtable

The Future of Mobi l i ty ,Mult i -screen and Cross Screen Engagement

A Digital Insights Group Thought Leadership Virtual Roundtable DECEMBER 2013

www.digitalinsightsgroup.com

Thought Leadership Virtual Roundtable: Future of Mobility 1

Over the past 10 years there has been a tidal wave of innovation specific to the market of devices we use to access digital content, services, and to conduct transactions. We were introduced to the iPhone in 2007, the iPad in 2010 and although we’re not sure what the next “big thing” will be (from Apple or a competitor) — we are all sure we’ll be using more digital devices in the near future – not less. This roundtable with a diverse group of pharmaceutical, device, publisher, and technology executives will review the multi-platform shifts and trends specific to a physician audience and what that means over the next year — and next decade. Moderator: Mark Bard Founder at Digital Insights Group linkedin.com/in/markbard Panelists: Craig DeLarge Global Leader, Multichannel Marketing Strategy & Innovation at Merck linkedin.com/in/cadelarge Erik Hawkinson Global Head of Strategic Marketing at Roche Diagnostics linkedin.com/in/erikhawkinson Lisa Flaiz Group Product Director, Digital Marketing at Janssen linkedin.com/pub/lisa-flaiz/1/b39/295 Kim Levy Vice President, Strategic Solutions at Epocrates linkedin.com/in/kimberlylevy09 Bob Macavoy Senior Vice President at Doximity linkedin.com/in/bobmacavoy The comments made by the roundtable participants do not represent the official opinions of their respective employers. The statements made by these industry thought leaders represent their current thinking and personal opinions at the time of publication. Technology evolves – opinions about technology trends and their impact on the industry evolve as well.


Digital Insights Group: We hear terms like the multi-platform majority and know that it is increasingly hard to find consumers using just one device – or even two – to access online information and services today. Specific to physicians, we have seen a rapid increase in the population of physicians using multiple devices to access content (personal and professional). Is this trend of using more devices throughout the day a "zero sum game" where time on new devices is being pulled from other devices or do you believe the total time spent online has increased – and will continue to increase in the coming years? Cra ig DeLarge: I think the key reallocation is from paper to digital, desktop to mobile mainly. I believe time has and will increase but only because digital will continue to offer more lifestyle value that I used to get from other channels across a greater number of contexts. This is reflective of what the society is doing in general I think. Er ik Hawkinson: Physicians, just like non-medical/healthcare consumers, are moving closer and closer to viewing, reviewing and communicating with multiple devices which are synced to allow for multi-platform usage seamlessly WITHOUT losing content. They are moving quickly to additional devices, which provides MORE time to absorb all online material and messages. If a physician moves from a large platform to a smaller mobile device or vice versa, the expectation will be that they will continue to read the article, the application or the data feed exactly at the point where they left off. The companies who understand this “don’t skip a beat” mentality will be in the forefront of understanding the physicians and their online usage and will be leading the customer instead of catching up to them. L isa F la iz : I do not believe the use of multiple devices makes a “zero sum game” – I believe there is an incremental increase in total time spent online as the use of personal and portable devices is replacing analog/off-line methods of accomplishing certain tasks. It will probably continue to increase in the coming years as offline methods become more inconvenient and online methods become more efficient -- particularly as the online methods begin to be mainly cloud-based and interoperable across the various systems required to complete a task or transaction. K im Levy: Our research indicates that more than four in five clinicians use smartphones every day, with nearly half of physicians reporting themselves as “Digital Omnivores,” who use a combination of the smartphone, tablet and laptop/desktop routinely in a professional capacity. This is a 68 percent increase compared to 2012. The Digital Omnivore segment is expected to grow significantly to 82 percent within the next year, mostly due to more widespread use of tablets such as the iPad. The growth suggests a net increase in the time spent online but what is even more important is the type of tasks that physicians are using specific devices to

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complete. We anticipate significant growth in the visual and collaborative tasks that physicians will utilize tablets to complete (e.g. patient counseling with visual aids) and we strive to innovate decision support for HCPs in the moments of care across all platforms. Bob Macavoy: Despite important differences, physicians are also consumers and in broad brush terms we can expect many of the same trends we see happening in consumer media and technology are also occurring in physician media and tech. Obviously in the consumer space more time is being spent with computers and mobile devices for productive purposes and entertainment purposes; this is taking time from other sources of information (tv, newspaper, magazines, etc.). This is also true of physicians. Below is a chart of interest. It shows how much the consumer population is using Facebook versus TV. The trend is clearly in favor of social media, with the key 25-34 year old demographic and younger already using more Facebook than TV... and even in the older cohort more and more time being spent on social media. There is no reason to expect physician trends showing major differences to the Facebook chart above. As younger physicians become the heart of the market, usage of web and mobile device should continue to increase for the foreseeable future.

Source: http://www.marketingcharts.com/wp/television/media-reach-facebook-and-tv-35560/attachment/nielsen-facebook-v-tv-reach-by-age-aug2013/


Digital Insights Group: If you believe there has been a significant overall increase in digital time, where are physicians “downgrading” their time spent through other channels and resources? Er ik Hawkinson: If we understand the physician is a subset of top online users in other industries, we also have to agree their point of difference to the rest of us is they can prioritize their time without adding hours to a clock that will never appear. As we all become comfortable with the channel or technology (upgrading on both mobile devices and the apps themselves), we also look at our past habits and how we modify them to the new “devices and data” we receive. In the past, a physician may have read periodicals, newspapers and medical papers earlier before beginning their day or late at night. Now, they have endless, infinite opportunities to organize their LIKES, ignore their disinterests and focus on the area of expertise quicker than ever before. Thus, the downgrading of time is perhaps an upgrade in quality time where the amount of data is perused in a better methodical way in their own personal daily routines. HCPs are integrating their online time directly into their day-to-day activities. Instead of concerning ourselves with what is being sacrificed, perhaps we should look at it as that the integration of mobile/tablet data has given the physician MORE quality time to spend with their patients and with having more knowledge in less time. Their time online is now integrating and enabling the things they already need to do on a daily basis. K im Levy: Technology is enabling virtual peer collaboration so the need to attend live medical conventions that require significant travel has declined. The ability to navigate electronic sources of information and find the precise information needed to enable decision support in the moments of care has decreased the need for significant "study time" associated with journals and print media although there are physicians (as well as consumers) who still miss the feel of a newspaper or journal/magazine. Digital Insights Group: Let’s change gears to the allocation of time spent by platform. Five years ago talking about mobile share was something reserved for the annual strategic planning meeting. Today we see mobile segments rapidly growing and major media and publishers reorganizing their entire strategy to adapt to mobile audiences. Sites like Google, Facebook, Groupon, and Twitter are building platforms to adapt to the continued migration to mobile devices. In health we have a few examples with sites like WebMD (on the consumer side) with rapidly growing mobile traffic. Do we have examples in the physician space? What type of content is undergoing a revolution with regard to mobile physician traffic? Any sites come to mind that are indicative of the large trend and market shifts?

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Er ik Hawkinson: The space is changing but the industry should not be creating an incubation of healthcare mobile sites from ground up like the historical Sermo/Quantia models or their partners. We should accept the fact we are beginners & followers and look outside of our industry to find where mobile is beyond success in similar segments and than “pharmacize” and adapt to the industry regulations and needs. This way, instead of building in the industry where we historically start off internally with NO, NO, NO, NO and then, MAYBE, we can now begin with a small yes and move faster to a resounding alignment of “YES”. MD’s are adopting Twitter in increasingly greater numbers as they seek to connect, share and learn from other healthcare ecosystems of other HCP’s, patients, media, advocacy and payors. This is the first step in getting them beyond the closed environments of these historic mobile sites. L isa F la iz : Resources such as ePocs, EMR platforms, and physician-directed apps (Xarelto Doc Center, Doximity) are the growing trend in the HCP mobile space. These are those items that provide utility in a physician’s workflow. And most new or re-designed pharma sites are at least poised to adopt a responsive design approach so that they are mobile friendly. The content publishers might be next in line. Cra ig DeLarge: We do have the examples. Mobile first for MDs are manifest in continued growth of sites like Epocrates, Skyscape, OneWorld/SERMO and new players like Omnio, Mobile Medscape, Doximity and electronic medical record systems, etc. Content-wise, what doctors want has not changed much but how it gets served up in digital forms and contexts is what has changed. They still like studies, peer engagement and patient support. Bob Macavoy: My own company Doximity is a great example of the prevalence of mobile devices in the physician space. Doximity has grown at an unprecedented pace — we just passed 240,000 verified US physicians (1 in 3 US doctors) in only three years on the market, which to my knowledge makes us the fastest-growing physician network created. I think a part of our success story has been that we’ve always developed for mobile first or concurrently with our website, and having key team members on our staff who had done this once before successfully at Epocrates, I think it’s in our DNA to think mobile first. The chart below is an internal Doximity graph showing device usage in our MD network (normalized by time zone). Since our network is usable on all major tech platforms — web, iPhone, iPad, and Android — it is a good marker for physician preference for different devices at different times of day, at least in the professional social networking context.


Source: Doximity Digital Insights Group: We have seen certain categories such as sports, entertainment, and weather experience a major and rapid shift to “mobile first” in recent years. Is there a “mobile first” (defined as smartphone or tablet) example for physicians? What does that look like from the physician point of view? What is the killer mobile content, service or app? Will that be driven by certain content or integration with IT such as EMR and decision support within the practice? L isa F la iz : Our opportunity is to think about mobility, not mobile. Increasingly mobile users won’t differentiate between devices, they’ll move seamlessly between them. Physicians must be able to integrate the content, services, and apps, seamlessly into their workflow. Today, we need to consider the HCP’s needs/goals first—the platform is secondary or tertiary. Our work must be about delivering a consistent and satisfactory experience, wherever they are and on whatever device they’re using. Cra ig DeLarge: Yes, therapeutic decision support content and context is most key for them I think as their credibility, viability and key value proposition is in this area. The killer app today seems to be apps like Epocrates but in the future I can envision that the eMR will be it, and it is not impossible to imagine that someone will create an integrated platform with IOS or Android which brings all this stuff together for the HCP, to your next point about integration. K im Levy: Physicians require highly targeted, contextually relevant decision support tools; they don't have time to navigate cluttered information sites and they don't like to be "advertised to" while they are working. Epocrates is the number one medical app among U.S. physicians in terms of reach, both on smartphones and tablets due

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to our ability to surface pharma-sponsored content in a precise, relevant, unobtrusive manner and as an athenahealth company, we are working toward further embedding content throughout our cloud-based EHR and care coordination service. We have earned physician loyalty based on our ability to serve them and enable pharma as a technology partner who has access to variable target audiences while building better channels to reach them. Bob Macavoy: Mobile devices (by which I mean smartphones) are communications devices first and foremost, so it is no surprise that the top usage items for mobile are all related to networking with colleagues in one form or another. A recent research report showed that five of the top six use cases for MD professional smartphone users were to connect with colleagues in one form or another (email/text/ SMS/etc.). I believe that will always be the largest use case for smartphones - communicating. Smartphones are also a great channel for accomplishing quick tasks and getting key bits of information. Aside from networking, the other popular smartphone features for MDs are to read medical news/articles and abstracts, use search engine to find bits of information, or to look up drug or formulary info. This is all consistent with Doximity usage observations as well. Some of our most popular features are DocMail and DocFax (i.e. colleague communications), doctor lookup (reference), and DocNews (reading medical news and journals). Part of what we are all dealing with in the Healthcare and Health IT space is the balkanization of information. Large Integrated Delivery Networks and hospital systems have become like the feudal system where everyone was locked securely into their castle walls with relatively little communications between communities. It’s to their advantage to keep the information locked in and everything in their network. And the EHR/EMR systems have hospitals as their customers (Epic, Cerner, etc.) so since their customers want to keep things locked down, so do these systems in general. So until that starts to change, I don’t see EHRs becoming a major force on the smartphone platform. EHRs do relatively little communicating and without communication use cases, the smartphone doesn’t make a hell of a lot of sense. Obviously tablet and computers are a different story. Digital Insights Group: If the past 10 years were defined by the rapid proliferation of devices (and in many cases proliferation of marketing strategies), is there an argument that the next 10 years will be driven by integration of the customer experience across all those devices? In other words, seamless integration and experience from the physician point of view. What drives that behavior at the organization and brand level?

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Bob Macavoy: I don’t think its 10 years to wait for the integration of the customer experience across devices... I think that’s already here. Everything Doximity does is multiplatform and multi-screen, and has been that way since day one. I think at places like WebMD and the big social networks (LinkedIn, Facebook) that’s already the case. I think the bigger story is the “what” and “to whom” story is really the big one over the next ten years, not which platform content is delivered on. Everything will have to be multi-platform. The real story is much more about relevance. Brands have been stuck on doing banners and branded websites (and analogues like InfoSites etc.) because they wanted to reach a mass audience as cheaply and regulatory-efficiently as possible. But now that Big Data is here, and we know more about our MD audience than ever before (demographics, habits, social connectivity, digital preferences, clinical interests) the question is how can brands make their content and user experiences more relevant to the audience? I think pharma is only barely scratching the surface on knowing its customers and being able to talk to them in their own language, with content that meets their needs at a moment in time. Cra ig DeLarge: I think you are right as that is the next step up the value curve and one where companies like Apple, Google and Amazon are leading us. I don’t think this will mean fewer devices though -- I do think that device integration will increase. Er ik Hawkinson: That “point” will be when the integration of consumer channel and physician channel are connected for proper and agreed upon conversations; when our physicians and eSelling channels (eDetailing/CLM) are a collaborative conversation, and not a push channel; When a patient takes a symptom tracker and the results are sent to the physicians mobile phone as to when they meet, both physician and patient are already familiar with symptoms, questions and potential next steps allowing the physician to better answer questions, diagnose and develop a relationship with their patients where they want to be connected. Digital Insights Group: We increasingly hear that the “one size fits all” model is a relic of a traditional marketing and media past. Is true customization of content and services a possibility for reaching physicians across multiple devices? In other words, in an industry driven by legal and regulatory can brands actually build, push and customize content and services with endless permutations based on the customer content and channel preferences? Er ik Hawkinson: It is possible and needs to be real if we are to stop looking at the current pharma philosophy of, “If you build it, they will come”. Understanding where physicians are already online and helping them communicate where they are

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residing digitally. It is not possible if we look to only create the next technological advancement of communicating with physicians where we feel they should be. More importantly, we look at how we can mesh, merge and purge the traditional and digital strategies simultaneously which best meet our physicians needs today and prepare for their progress before they begin to ask for what is next, tomorrow. Cra ig DeLarge: Yes, but not an easily achieved one. Yes, but not with endless permutations but certainly more than we currently enjoy. I think that as we diversify more towards healthcare outcomes firms versus sole pill manufacturers there will be more possibilities for this. Bob Macavoy: That’s the $64,000 question, and I have to say I see little evidence yet of pharma regulatory bodies evolving to be able to handle larger volumes/permutations of materials. In part that’s by design, I can’t really fault regulatory bodies for that. Their job is to keep their companies out of multi-million/billion dollar consent decrees and settlements. The government of course likes it that way — they keep the guidelines for social media (as an example) deliberately vague — that allows them the leeway later on to come after companies for money! Once they publish standards a lot of the gray area goes away, and they love gray area. I think for the industry to evolve it will take a more innovative and slightly less risk averse company to really take advantage of the modern tools and technologies and to really win in the marketplace by doing it. Sort of the way Pfizer became the biggest pharma company at one point in time because they were the first to figure out the ROI on having a massive sales force, which led to escalation of everyone’s sales force. We’ve yet to see the “Digital Pfizer” who places a big bet on personalized digital content and social media and figures it out and has a massive success doing so, and then everyone else will follow. But I do think that will happen in the next ten years. Digital Insights Group: How long until the majority of pharmaceutical companies are building customer-centric solutions as opposed to platform-specific marketing strategies? Cra ig DeLarge: I think that the majority of pharma companies as we know them today will never get there but that this majority achievement will be done by healthcare outcomes companies that happen to have medications as part of their solution sets. What needs to happen is for new leadership thinking to take hold more broadly and for our current success to reverse itself sufficiently so we have no choice and for new players to emerge to capitalize on the innovator’s dilemma. L isa F la iz : Every organization should be at the place where tactics in the digital channel are not an afterthought- but rather an integrated part of the marketing mix

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– and I think we are. However, I believe it is true that there are still some organizations that look to develop a “digital strategy” separate and distinct from an overall brand strategy. It’s important to think in terms of digital channel objectives – what is it you want a customer/prospect to do as a result of being exposed to a digital tactic? - but that must clearly ladder up to an over-arching brand imperative. In order to help shift this mind set organizations need to start speaking the language of engagement - It’s not about having a digital strategy – it’s about creating a customer engagement strategy. Er ik Hawkinson: A few are very close now. They have stopped looking at what is best for them when it comes to channels and focused on more where the physician is spending their time. If you do understand the segment, you will already be 18 months ahead of the customer, instead of trying to spend 18 months catching up to them or your competitors. Pharma spends valuable time deciding if their customer is prepared for mobile content, but by the time they complete a digital project of that magnitude through IT, compliance, legal, etc… the customer is there and they have missed the opportunity. Bob Macavoy: The challenge is that drugs take up less than 5% of a physician’s daily clinical brain space but they take up 100% of a pharma marketer’s brain space. There are SO many other things for MDs to have to know to successfully practice medicine and provide good patient care. So as important as drugs are to everyone in the pharma industry, and our patients, and such a key part of patient care... MDs are just not that into them. By necessity! It has to be that way. For pharma to get behind a “customer centric solution” in a bigger way is by definition to ask them to fit into that 5% of a physician’s brain space occupied by drugs. I just think its impossible for someone who lives/breathes/focuses constantly in the drug space to be entirely customer centric. It is not the way they think. What I do think is possible is that as big data becomes more prevalent (both on the EHR side as well as the social networking side) that context-sensitive communications and tools can become more prevalent. Specific information can be delivered to MDs at the point of need. For example, I have a patient with diabetes and I’m working on their chart and hey, my PracticeFusion system might tell me that my patient hasn’t fulfilled his Januvia script in six months, and offer up a voucher for me to print out so that the next refill is free and will get the patient back compliant with their meds. Or a doctor is looking up sleep clinics in the Dallas area within Doximity to refer a patient, and maybe some useful advertising or information is presented later to that doctor about your new sleep product. These are all still drug-specific marketing approaches, but they are taking advantage of context to become truly useful and relevant.


Digital Insights Group: What needs to happen at the brand or organizational level? Er ik Hawkinson: Different groups who haven’t in the past need to be involved in the beginning (Day 1). Medical, Legal, Regulatory and Procurement, need to be integrated in the early educational process before the concepts are presented, not at the final review process timeline meetings. We need to allow the proper (non-marketing groups) to see the guardrails of where the technology and new customer-centric solutions will actually: 1) save money, 2) allow for better compliance because they can gather immediate feedback and measurement and 3) stay within the needed guidelines Only then, will these important, integral departments be both the internal marketing PARTNER everyone hopes for and a true external alliance, which will move the brand or organization forward with the digital strategies, needed to be relevant. Digital Insights Group: We talked about building for “mobile first” with regard to content and services. What about mobile only custom segments? K im Levy: Clients present us with "white space" target audiences that they do not reach via a personal selling channel but those are usually approached with a combined mobile/online marketing strategy rather an a "mobile only" strategy. As marketers become more responsive to channel preferences of their HCP customers, they may ask us to leverage the mobile channel more heavily with segments and Epocrates has the flexibility and reach to execute in that manner. Er ik Hawkinson: If you agree with the premise that you are working to be customer driven, than it isn’t about creating a “mobile first” anything, it’s about providing agnostic technology that you know your customer finds the most prevalent. If your customer wants data on a post-it note, than create the best post-it note ever --- knowing the foresight that perhaps the post-it note could be designed online to better help the customer and until they see that vision, you need to have “paper” available for “printing”. Cra ig DeLarge: I think you deal with them like you deal with any clearly defined psychographic. This goes beyond traditional pharma marketing and is more akin to consumer packaged good marketing which we will have to learn to survive over the mid to long term. Once we believe this psychographic is sufficiently responsible

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for our business success we will make the shift and produce those content and services -- which earn their engagement. L isa F la iz : This is an important question in many condition/disease states, especially those that tend to over-index in under-served populations. A deep understanding of users’ needs, motivations, and behaviors helps create better experiences. It’s simple really: The ability to complete tasks in the digital channel easily improves overall brand engagement. Engaged customers are more loyal customers. When “users’” needs are met reliably by a brand’s digital touch points, the users trust that brand. And when they enjoy the experience enough to return, their trust becomes a commitment. In mobile experiences, the limited screen size and time investment that mobile devices promote means that digital experiences need to provide the right information at the right time to the right person. These devices also provide the ability to learn unique facts about the user, such as location, that can be used to customize the experience. Bob Macavoy: Again I think services need to be available on all platforms, but the use cases and design of the apps will be different for each platform. The mobile use case will always be about communications first, quick lookup and reference second, and shorter news items. Some users may use mobile devices for deeper content, but more than likely they just won’t consume deep content at all if they are a mobile-only user. So you design your app to focus on the main uses of that app. Tablet content is much more about media consumption and longer length content is possible there, as it is on a larger screen device. The beauty of the modern technology platforms is that you don’t have to guess anymore what users will like — you can split test new features and functions quickly and cheaply. Try something two different ways and watch your customers use it, and go with the one that gets the best usage. You don’t have to do focus groups and market research the same way you used to. Nothing beats watching actual users interact with actual products and seeing what they do with them. Digital Insights Group: How do you deal with a customer segment that may only deal with the content and services via a mobile device? In other words, they may never use desktop to access your content and services. Er ik Hawkinson: History always repeats itself: You look back 10-15 years where we had the same discussion regarding brochures converting to websites and ask how did we deal with a segment that only deals with web? What you don’t do is create strategies, content and creative that worked on “desktop” and shrink it down to work on mobile. You completely embrace the mobile intuitiveness and user interface as a MOBILE only

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separate creation. If you try to stuff desktop web experience into a mobile only property, you might as well send them a set of Encyclopedia Britannica’s and ask them to summarize it into one page without using search engines. Mobile is not just about smaller screens, its about instant gratification of content that the user can get immediately and if they need more detail, more content, you have provided the tools to obtain that as well, seamlessly. K im Levy: Mobile optimization is the typical response to serving customers who preferentially or exclusively utilize mobile platforms but it is important to understand that improving navigation or visual appeal is only the beginning. In other words, putting an entire physician portal into an app does not necessarily mean that it is consumable or relevant. The volume of information that is available via mobile platforms is overwhelming so it's even more important to embed information directly into the customer's workflow and the way to do that is to ensure that pharma-sponsored information is translated into accurate, credible, decision support morsels that are surfaced to physicians when they are seeking information. Digital Insights Group: Let’s spend a few minutes talking about media and advertising on mobile devices. Although most brands have a pretty good grasp on what they need to track when it comes to evaluating success during a desktop digital experience, it seems like it’s still the Wild West when it comes to the metrics of success on mobile and multi-screen. In the retail world we can talk about purchase intent and e-commerce. What should we be thinking about when it comes to physicians and mobile media? Is it just awareness? How can we compare engagement on mobile compared to desktop? Should we? Bob Macavoy: Ultimately the most successful measures are actual script lift and behavior of a target audience versus a control group. That’s the gold standard for measurement, but its not always possible, its not always well-controlled, and the disadvantage is the time lag between the activity, the behavior, and the ROI study. Short of that, I think it’s about audience size, awareness, relevance, and also WHICH doctors are influenced. Cra ig DeLarge: Here I think the tradition model of awareness, interest, desire and action, among other models of this sort, apply. The technology changed but not the human triggers to action of the customer. The terms may change but the mechanics are not different in getting one from ignorance to loyalty. K im Levy: There are various methodologies for understanding consumption of information and related action or impact regardless of the platform. The key is to refrain from oversimplification and to work with an analytics team that designs a thorough measurement plan based on specific brand or franchise objectives.

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Er ik Hawkinson: From a measurement perspective, mobile is as flexible and robust as desktop but in some ways, more precise. Mobile analytics can be designed to measure the usual awareness, reach and engagement factors with the uniquely mobile “location” element, which adds another level of analytics enabling deeper insights on both needs and behaviors. The mobile experience can be designed to gather analytics through both passive and active means (e.g. navigation path analysis, geo-location, data capture, etc.) As we have learned from past online experience in the industry, measurement should be looked at holistically across channels, but with the added ability to dive down into channels and content in order to allow for optimization. At this time mobile is generally developed as part of broader needs, (driving sales or marketing campaigns). The optimal measurement strategy enables teams to PRECISELY identify what is working and what is not part of the marketing mix. Remember, it’s the business objectives that drive the measurement strategy, not vice versa. Digital Insights Group: If you had to spend the next month with just one digital device, what is your choice? L isa F la iz : Smartphone. I absolutely would say tablet if I was confident I could FaceTime everyone I ever wanted to talk to - but I need my phone!! Cra ig DeLarge: My iPhone. Does what an iPad does and more portable. Er ik Hawkinson: 4G iPad Air. If I need to communicate, converse or connect, it’s a complete life tool and I can use it for voice, data, messaging, research and its screen adapts to all I want to accomplish in one session. K im Levy: iPad. Bob Macavoy: If you’re limiting me to just one for a month I’d keep my iPhone 5s, it’s the most versatile and the mobility is hard to beat. I might go blind over that month trying to get work done on it, and my emails would certainly be shorter, but at least I could do everything!

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the future of mobility: a virtual roundtable

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