Enabling The Mobile Workforce
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According to the Yankee Group 38% of American workers are already part of the mobile workforce, and that number is going to grow exponentially. Creating strategies to enable the mobile workforce is critical to enabling productivity of the modern workforce. Organizations need systems, processes, and managers who can manage the growing mobile workforce effectively. The webinar will discuss important factors in creating a mobile strategy After completing this presentation, attendees will leave with a thorough understanding of: Aligning mobile strategy with organizational strategy Key triggers that drive a mobile strategy How to get started on developing your mobile strategy Measuring and driving ROI from a mobile strategy
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Enabling The Mobile Workforce
- 1. Developing Strategies for Enabling the Mobile Workforce Sponsored by Department of Information Resources E-Learning Council
- 2. Enabling the Mobile Workforce Marcus Turner, Atomic Axis CTO www.atomicaxis.com marcus.turner@atomicaxis.com
- 4. When we refer to mobilizing the workforce, we’re not just referring to mobile devices and the ability to enable remote and flexible working that frees employees from their fixed office and desk environments. We are referring to the enablement of a fundamental shift in how organizations operate whereby everyone is part of the mobile workforce. The Mobile Workforce
- 5. 38% of American workers are already part of the mobile workforce, and that number is going to grow exponentially The Mobile Workforce
- 6. The number of tablets used for work is expected to triple to 905 million by 2017 The Mobile Workforce
- 7. In Q3 2013 , more than 91% of IT managers reported supporting or developing enterprise mobile applications The Mobile Workforce
- 8. 3 of 5 employees say they don’t need to be in the office anymore to be productive According to a Cisco study on the international workplace, the mobile workforce is now business-as-usual for organizations around the world Increasingly, work is something people do rather than a place people go. of employees globally now rely on more than one mobile device during a typical workday. Mobile in the Workforce 32% The Mobile Workforce
- 9. Which of the following types of mobile applications were deployed by your organization? Mobile Apps Already Deployed 58 % Industry Specific Unique to your industry process 52% Line of Business Finance, HR CRM, Field Service 51% Productivity Approvals, time and expense 46% Analytics Dashboards/ KPIs 40% Business to consumer Loyalty management, social media The Mobile Workforce
- 10. Businesses that choose to incorporate mobile apps into their operations aim to accomplish several goals. A recent survey revealed three main metrics business decision makers would use to determine if mobile apps are successful in the workplace. What’s driving mobile investment? 42% INCREASED PRODUCTIVITY 39% REDUCED PAPERWORK 37% INCREASED REVENUE Identified Business Goals For Using Mobile Apps The Mobile Workforce
- 11. How important are the following trends as drivers of investments in mobile technology and services at your organization? 54 % Workforce need to access critical business information 51% Workforce becoming increasingly virtual and mobile 49% Employees and/or customers increasingly demand real-time information What’s driving mobile investment? The Mobile Workforce
- 12. Realizing your organization’s case for the mobile workforce The Mobile Workforce
- 13. Mobile devices mean anytime, anywhere workers • Improve Efficiency • Greater Productivity • Employee Collaboration • Client/Customer Satisfaction • Employee Satisfaction • Next Generation Expectations The Mobile Workforce
- 14. “Work, is no longer a place you go to. Rather, the workplace is defined by the tools you use, wherever you are.” - Matt Kaplan, Vice President of Products at LogMeIn The Mobile Workforce
- 16. What are challenges associated with mobilizing? Mobile Workforce Challenges
- 17. • Device Security • Control – BYOD Policies – Specify what devices are permitted – Define a strict security policy – Define a clear service policy – Make it clear who owns what information – Define what content will be allowed and banned – Integrate BYOD Plan with acceptable Use policy – Set up your employee exit strategy Challenges of Yesterday Mobile Workforce Challenges
- 18. BYOD Planning / Policies & Security Efficiency, Optimiz ation & Enablement Mobile Workforce Challenges
- 19. • Optimizing efficiency in communication • Planning for the least common denominator • Enabling new lines of business and greater employee utilization. • Company and employee-wide “mobile first” strategies • Moving from “marketing mobile” to “enabled mobile” • The new baseline : personalization and user experience Challenges of Today Mobile Workforce Challenges
- 20. • Integrating with legacy systems • Data orchestration • Stakeholder buy-in • Full implementation timeframes • Alignment of different technology and/or providers • Multi “generational” implementation and optimization • … Overlapping Challenges Mobile Workforce Challenges
- 22. A mobile strategy is a plan to accomplish something leveraging the benefit of mobility. Plans require perspectives; who, what, where and how. An objective has to be measurable and accountable. But what is mobility and what are the benefits. Developing a Mobile Strategy
- 23. Leveraging a mobile maturity indicator. The general goal of the mobile maturity indicator is to provide an industry baseline of the overall maturity of your orgniazation using the following criteria: • Business Transformation • Digital Experience • Technology • Governance The overall mobile maturity indicator was established based on best practices from IBM and hp labs. Atomic Axis has developed four maturity levels of the organizational indicator: 1. Chaos 2. Observed 3. Orchestrated 4. Harmonized Developing a Mobile Strategy
- 24. Business Transformation Chaos Level 1 Nothing Observed Level 2 a. Recognizing the need to change and gaining consensus amongst stakeholders that dramatic change is necessary. b. Agreeing what form the change should take; the objectives of the change and a vision that describes the future. Orchestrated Level 3 a. Understanding what the organization is changing from and what needs to change in detail. b. Designing the new organization way of working and top down support from management. c. Active governance of the change process. Harmonized Level 4 a. Testing and implementing changes. b. Process for implementation in waves (typically achieved over a number of years). Developing a Mobile Strategy
- 25. Digital Experience Chaos Level 1 a. Organization is inward-looking. Has only a basic understanding of, and interest in, what user/members are and what they want. Observed Level 2 a. Organization has programs that drive insight, track user/member preferences, and ensure a consistent experience. Users/Members believe there are mostly addressed by the products and services that are offered. Orchestrated Level 3 a. Organization has a comprehensive, actionable picture of users/members, and culture of accountability. This gives it differentiation in the market and generates loyalty. Harmonized Level 4 a. Organization has a strong relationship with members, it has become the undisputed leader in the overall Net Promoter Score. Developing a Mobile Strategy
- 26. Technology Chaos Level 1 a. No documentation, unpredictable, technology not important, minimal IT operations, looking for least expensive product, not IT planning or budget. Observed Level 2 a. Commonly fighting fires, unpredictable, some documentation, minimal IT planning and budget, looking for low cost solutions. Orchestrated Level 3 a. Schedule preventative maintenance, predict and solve problems, some performance monitoring, minimization of downtime, looking for more reliable solutions. b. Starting to leverage technology as a business advantage. Harmonized Level 4 a. Technology seen as a strategic asset, IT continually improves business processes, IT increases productivity, information security is critical, IT planning fully align with business strategy and initiatives. Developing a Mobile Strategy
- 27. Governance Chaos Level 1 a. Governance practices are practically non-existent. Observed Level 2 a. Shortfalls in governance practices may have been identified and initial steps may have been taken to rectify them. The changes that have been planned/identified are still quite basic. Orchestrated Level 3 a. Advanced governance practices are in place, they exceed minimum performance and compliance requirements . Only minor improvements are required to achieve and be recognized as leading processes/practices. Harmonized Level 4 a. Governance practices are recognized by others to be of the highest changes. b. While commonly no changes are required, the practices/policies are reviewed as part of the overall process. Developing a Mobile Strategy
- 28. Integrating your mobile strategy into your business strategy is different from simply developing a mobile plan. Truly integrating your process requires more than a simple BYOD policy or putting a tablet into your employee’s hands. Developing a Mobile Strategy
- 29. 1. Align workforce strategy with organizational strategy 2. Conduct analysis of your organization’s current condition 3. Understand your users & focus on user experience 4. Focus on customer engagement, field enablement and employee productivity 5. Task orientation / process optimizations Getting started developing your strategy Developing a Mobile Strategy
- 30. Align workforce strategy with organizational strategy Developing a Mobile Strategy
- 31. Conduct a current state analysis Developing a Mobile Strategy
- 32. Understand your users & focus on user experience Developing a Mobile Strategy
- 33. Focus on customer engagement, field enablement and employee productivity Developing a Mobile Strategy
- 34. • Line of business • Specialized Applications • Specialized tools to access corporate data What tools & technology will my organization need? • Email/Web Browser/Contact/Cal endar • Instant Messaging • Social Media • File Sync/Share (e.g. Dropbox, etc.) • Task and Project Management • Sales Force automation/CRM • Office Applications Existing Apps Tools/ SAAS Custom Developing a Mobile Strategy
- 36. How do we approach change? • Establish a clear initiative model • Involve and consult users • Leverage rapid feedback cycles & iterate • Listen to key adopters of change • Benefits Realization Implementing the Strategy
- 37. Establish a clear initiative model Implementing the Strategy
- 38. Involve and consult users Implementing the Strategy
- 39. Leverage rapid feedback cycles & iterate Implementing the Strategy
- 40. Listen to key adopters of change Implementing the Strategy
- 41. Benefits realization Implementing the Strategy
- 42. How does an organization approach adoption? Implementing the Strategy It’s important that mobilizing the enterprise is not seen purely as the responsibility of IT – it needs sponsorship and participation from the rest of the organization, particularly from the Business Units and HR. There exists a close relationship between an organization’s mobility strategy and the strategies for workforce planning and estates: mobility can be both an enabler and requirement for different work styles and accommodation approaches, such as remote working and hot-desking. What’s needed is appropriate governance, with representatives at a senior level, to ensure all complementary strategies are aligned to create real benefits to the organization. For example, it’s no good delivering excellent mobility technology when the workforce strategy is to locate staff to regional hubs.
- 43. Organizations measuring their efforts should look to: • Increases in customer/business partner satisfaction • Sales cycles reduction • Workflow streamlining (Orchestration & Optimization) • Productivity and efficiency increases • Operation cost reductions • Data collection and accuracy improvements How do I measure success? Implementing the Strategy
- 44. The Near Future of Enterprise Mobility
- 45. • Consumer Facing Meets Enterprise • The Personal Cloud • Wearables & Connected Technology Where will mobility take us? The Near Future of Mobility
- 46. Consumer Facing Meets Enterprise The Near Future of Mobility
- 47. The Personal Cloud The Near Future of Mobility
- 48. Wearable & Connected Technology The Near Future of Mobility
- 50. 8500 Shoal Creek Rd 4-220 Austin Texas 78757 866-200-6650 www.atomicaxis.com @atomicaxis
- 51. E-Learning Symposium 2014 • Marcus is a panelist on Training the Mobile Workfoce at E- Learning Symposium 2014 • DIR and E-Learning Council are Sponsors • More information at http://els.elearningcouncil.com • Save $50 with discount code: DIR50
Notas del editor
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- Notes: Key point is it’s not just people who are full time mobile but office workers who are rarely at their desk. Deskless Workers: Field Workers, Road Workers. Active Office Workers: Serial meeting attendees, Multi-Office workers, Interoffice commuters.When an employee spends a large chunk of their time away from the desk, whether on the road or with a client, it is immensely important for a business to take advantage of that time spent away from a PC. The best way to do this is to implement mobile strategies that not only allow employees to be productive away from the office, but allow potential clients the opportunity to learn more about the product or service they offer, as well as enhance the meeting experience.
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- Notes: Key point is it’s not just people who are full time mobile but office workers who are rarely at their desk. Deskless Workers: Field Workers, Road Workers. Active Office Workers: Serial meeting attendees, Multi-Office workers, Interoffice commuters.When an employee spends a large chunk of their time away from the desk, whether on the road or with a client, it is immensely important for a business to take advantage of that time spent away from a PC. The best way to do this is to implement mobile strategies that not only allow employees to be productive away from the office, but allow potential clients the opportunity to learn more about the product or service they offer, as well as enhance the meeting experience.
- An organization should start by creating a benefits map of the outcomes from mobility solutions, one that shows a ‘line of sight’ between the capabilities and the different categories of benefit. This defines each benefit and acts as a powerful communication mechanism between IT and the business. Specifically, the benefits roadmap should show:The key strategic outcomes of the mobility solution and how it supports the aims of the organization, e.g. increasing revenues, improving market agility, decreasing costsThe key business benefits sought and their linkages, e.g. increased worker mobility, decreased property costs, a smaller carbon footprintHow the key technology capabilities will enable the business benefits, e.g. how remote access will reduce the need to travelThe key initiatives that are necessary and sufficient for success across business, technology, people and process, e.g. remote access, management culture changeThe key assumptions regarding the success of the program, e.g. the realization of benefits, technology maturity, union position
- Improve EfficiencyMobile provides information when and where you need it, at a moments notice. The ability to log customer updates, automating workflows, etc. all at a moments notice.Greater ProductivityThe ability to access the latest customer information without lag time and proactively leverage unexpected downtime. Robust mobile CRM tools offer quick GPS mapping and turn-by-turn directions to efficiently keep sales or customer service professionals on the move to their next meeting. Work anywhere and everywhere Ex. reviewing the lead that just got sent to them while waiting in line for coffee or connecting with a nearby customer/prospect in place of a last-minute canceled meeting.Employee CollaborationHaving the ability to quickly collaborate with employees via internal communication and knowledge based systems. Workflow automation tools allow for employee and client management and monitoring all in real-time.Client/Customer SatisfactionProviding real-time sales documentation and resources at the point of sale. Think about that sales or customer service professional who can grab valuable customer intelligence seconds before a client meeting, access customer records on-the-fly during the meeting and walk out the door an hour later with a new client contract or a satisfied renewal customer who felt they were more than just an account number.Employee SatisfactionInstead of being tied to the desktop to perform their daily work, a mobilized workforce can convert the efficiencies gained into more personal or family time, thus increasing employee morale and productivity.Next GenerationExpectationsTodays mobile usage trends demand companies take advantage of the productivity gains that enabling younger workforces with the tools they utilize on a daily basis presents.
- The executive view of mobility varies enormously, with some being evangelists, some being far more skeptical and potentially writing it off, and others who have a narrow interpretation of it as home working. Opinions differ across demographics and across business functions:HR ExecutivesThe HR executive may see mobilizing the enterprise as an enabler to broader flexible working strategies and as a means of attracting and retaining talent in the organization. They may also see if from the employee’s perspective – where mobility can provide an enhanced work-life balance and better staff engagement and enablement. Operations ExecutivesThe executives running lines of business may see mobility as a better way to boost the efficiency and effectiveness of their employees.CIOThe CIO may see mobility either as a good opportunity to demonstrate what IT can do, or as a potential headache as they grapple with the number of demands, technologies and security issues. Sales and MarketingThe Sales and Marketing executive might believe mobility to be a great way of engaging customers through a multi- or omni-channel approach to help drive better customer loyalty and greater levels of engagement.
- An organization should start by creating a benefits map of the outcomes from mobility solutions, one that shows a ‘line of sight’ between the capabilities and the different categories of benefit. This defines each benefit and acts as a powerful communication mechanism between IT and the business. Specifically, the benefits roadmap should show:The key strategic outcomes of the mobility solution and how it supports the aims of the organization, e.g. increasing revenues, improving market agility, decreasing costsThe key business benefits sought and their linkages, e.g. increased worker mobility, decreased property costs, a smaller carbon footprintHow the key technology capabilities will enable the business benefits, e.g. how remote access will reduce the need to travelThe key initiatives that are necessary and sufficient for success across business, technology, people and process, e.g. remote access, management culture changeThe key assumptions regarding the success of the program, e.g. the realization of benefits, technology maturity, union position
- Understanding your process and goalsUnderstanding how to implement a strategy – what products to make from scratch, what to reuse. Business must first understand their core processes, the goals they want to accomplish with their new mobile strategy, and all the challenges that present themselves along the way.Device Securityit is a common misconception that mobile devices are more at risk than desktops or laptops. According to an IBM X-Force report from 2013, mobile computing in 2014 is set to be more secure than traditional desktops. In addition to this, with the expanse of mobile technology, so too has mobile security expanded. Every day new strategies for mobile security are designed.Control – BYOD PoliciesThings to consider: 1. Specify What Devices Are Permitted.It was simple and clear in the old days of BlackBerry services—you used your BlackBerry for work, and that was it. Now there are many device choices, from iOS-based phones and tablets and Android handhelds to Research in Motion's Playbook and many others.It's important to decide exactly what you mean when you say "bring your own device." Should you really be saying, bring your own iPhone but not your own Android phone? Bring your own iPad but no other phones or tablets? Make it clear to employees who are interested in BYOD which devices you will supportin addition to whatever corporate-issued devices you continue to deploy—and which you won't.2. Define a strict security policy.Users tend to resist having passwords or lock screens on their personal devices. They see them as a hurdle to convenient access to the content and functions of their device. However, this is not a valid complaint—there is simply too much sensitive information to which phones connected to your corporate systems have access to allow unfettered swipe-and-go operation of these phones.If your users want to use their devices with your systems, then they'll have to accept a complex password attached to their devices at all times. You need a strong, lengthy alphanumeric password, too, not a simple 4-digit numerical PIN. Check with your messaging administrators to see what device security policies you can reliably enforce with your software.3. Define a Clear Service Policy for Devices Under BYOD Criteria.It's important for employees to understand the boundaries when questions or problems creep up with personal devices. To set these boundaries, you'll have to answer the following questions.What level of support will be available for initial connections to your network from personally-owned devices?What kind of support will IT representatives provide for broken devices?What about support for applications installed on personal devices?Will you limit HelpDesk to ticketing problems with email, calendaring and other personal information management-type applications?What if a problem with a specific personal application is preventing access to the apps you have delineated previously that you will support?Is your support basically a "wipe and reconfigure" operation?Will you provide loaner devices for employees while their phone or tablet is being serviced?4. Make It Clear Who Owns What informationWhile it seems logical, on the face of it, that your company owns the personal information stored on the servers that your employees access with their devices, it becomes more problematic when you consider the problem of wiping the device in the event it is lost or confirmed stolen. When you wipe the phone, traditionally all content on the phone is erased, including personal pictures, music and applications that in many cases the individual, not the company, has paid for. Sometimes it's impossible to replace these items. Does your BYOD policy make it clear that you assert the right to wipe devices brought onto the network under your plan? If so, do you provide guidance on how employees can secure their own content and back it up so they can restore personal information once the phone or device is replaced?5. Decide What Content Will Be Allowed or Banned.This applies to any device that will connect to your environment, whether corporate- or personal-issued. Major considerations typically include applications for social media browsing, replacement email applications and VPNs or other remote-access software.The question here is whether users can download, install and use an application that presents security or legal risk on devices that have free access to sensitive corporate resources. What if the latest Twitter app has a security hole in its integration with the Mail app on the iPhone that allows spammers to access relay mail through your organization? (This is purely hypothetical, of course.) What if a poorly written instant messaging client steals your organization's address book? These are serious questions to address in your policy, not to mention a starting point BYOD policy dev. Moreover, the technology for preventing downloads of questionable apps or copyright-infringing music and media on personal phones is immature at best, so manual screening of eligible users into a trusted group may be warranted.6. Integrate Your BYOD Plan With Your Acceptable Use Policy.If your company is on the ball, chances are corporate-issued phones are already covered and treated like notebooks, desktop computers, and other equipment on your network. On the other hand, allowing personal devices to potentially connect to your VPN introduces some doubt about what activities may and may not be permitted. If you set up a VPN tunnel on an iPhone and then your employees post to Facebook, is this a violation?What if your employees browse objectionable websites while on their device's VPN?What if they transmit, inadvertently or not, inappropriate material over your network, even though they're using a device they own personally? What sanctions are there for such activity?What monitoring strategies and tools are available to enforce such policies?What rights do you have to set up rules in this arena?7. Set Up an Employee Exit Strategy.How do you enforce the removal of access tokens, e-mail access, data and other proprietary applications and information?It's not as simple as having the employee return the corporate-issued phone. In this case, many companies choose to rely on disabling email or synchronization access as part of the exit interview and HR checklists, while more security-conscious companies choose to perform a wipe of the BYOD-enabled device as a mandatory exit strategy. You should have a clear methodology for backing up the user's personal photos and personally-purchased applications prior to this "exit wipe. Proactively reach out to affected users to help them take part in this process—all while making it clear that you reserve the right to issue a wipe command if the employee hasn't made alternate arrangement with your IT department prior to his or her exit time.
- Although BYOD Policy and Security of important aspects of enabling the mobile workforce, they were heavily focused on in years past and these policies have been figured out. Today it is more about optimizing efficiencies in communication and understanding how to plan to the lowest common denominator to increase everyone’s efficiency.
- How do we optimize communication efficiencies?A Mobile Workspace must allow the end user to create, consume, store and share content, as well as initiate and execute business processes. Businesses need to create a strategic vision for their mobile collaboration and productivity workspaces to achieve this. There is now a trend of individual users turning more and more to consumer-based solutions to help them work. This phenomenon of Shadow IT is a risk to businesses and many enterprises are investing heavily into tactical solutions for mobile collaboration technology to address this issue. But time is needed to choose the right solutions, otherwise the problems can be exacerbated. According to Portio Research, messaging applications are the 2nd most popular application category on mobile devices, following gaming, which demonstrates the desire for rich mobile collaboration using instant messaging, conferencing and file sharing.Enterprise options for the Mobile Workspace include Virtual Desktop, Local Streamed Applications, or Device Installed, Network Connected applications. The Virtual Desktop is ideal for heterogeneous environments where users have a combination of mobile and fixed devices that require a similar user experience. Local Streamed Applications are best for lightweight deployments of enterprise collaboration applications to business or personal devices.With a mobile workspace for collaboration and productivity, several questions are raised: How to store and access content?How to share it? How to make it available on other devices and locations?Content and Collaboration Most enterprise users have more than one mobile device they use for the same task. According to Gartner, “the average personal cloud will synchronize and orchestrate at least six different device types by 2016.”3This poses an interesting capacity problem for IT: previously, typically one device synchronized content, i.e. a laptop, but now each user has multiple devices. This significantly increases the capacity and performance requirements for an organization’s IT infrastructure, and businesses that host their own infrastructure need to plan now for this rise in connected devices.
- Empower Your User (Your Employees)Mobile strategy requires that we empower the user (our employees), allowing mobility to become the new face of the enterprise. You will need to go beyond your data and systems to truly integrate mobility into your business’s ecosystem, including efficient applications that encourage your employees to use them among themselves and with clients.Integrate with Social Media, Cloud and Information SystemsIt’s important to have mobility in all areas of your business, including your social media, cloud and SaaS applications, and information systems. This allows your promise of mobility improving your systems to become real.Give Your Apps PurposeWhen developing a mobile strategy, an app is a necessity, but its important to create an app with purpose, not just for the sake of having an app. Maintenance can be difficult and the user experience will lack when an enterprise application only addresses a broad set of functional requirement. Create an app that gives users a way to take action and manage their own information, as well as a way to connect to the rest of the enterprise.
- Defining your Mobile Workforce StrategyWorkforce mobility is a strategic approach to managing a business by removing geographical barriers and allowing an organization to grow and succeed in a mobile plane. Using technology tools outside and inside the office enables employees to deliver the highest value of work to their role and employers. With the rapid growth of mobile devices, workplace mobility is quickly becoming not just an expectation, but a requirement.It is important that your mobile workforce strategy is cohesive throughout your organization- giving mobility program ownership to several different departments throughout the business will result in a fragmented process that is not as efficient and optimized as it could be.Workforce mobility programs have a direct impact on company profit- so it is important to understand your business process, inside and out, when defining your mobile strategy. There is no “one size fits all” for mobile strategy- it is highly dependent upon your industry, business processes, company culture, solution delivery, employee expectations, and various other factors that needs to be taken into consideration when developing your strategy.An effective mobile strategy should combine physical space design, information technology, and effective HR policies to enable their mobility strategy and provide efficiency.
- Notes:Before you look to pigeonhole your business process into an application, the success that we have found is first documenting and defining your process. If you have a good understanding of the caveats, holes and gotchas in your business process, then and only then, you can see in technology whether it’s a fit for the process or whether you need to adjust your process. Define what your process is, have everything well documented, then look at the available tools and make a good business decision based on 'do we change our process or do we change our tool?'
- Notes: Though organizations may even be enthusiastic about adopting an enterprise mobility strategy, the ROI model be difficult to create, especially when the new communication channels are creating increased participation, which carries an expectation of higher returns. Some traditional measurements (i.e. mobile website or app traffic, interaction on mobile) are not always aligned with business objectives and goals and may not really show an accurate ROI.The mobile first pattern and principle should be a guide to how we drive overall customer engagement. Measuring targeted mobile success should be based on metrics within your solution. Sometimes it’s user acquisition, sometimes it’s pure marketing purpose, and a lot of the things we do within the enterprise deal with employee engagement. This involves making really good use of the employees time away from their desks, so that while they’re on a train they can be doing X, while they’re with a customer they can actually capture the information and get it back to these channels without having to go back to the office and type emails.
- There’s a need to set up a formal project structure with clearly defined roles and responsibilities for business change. For each affected business area there needs to be a credible Business Change Lead from the operational side of the business who can bridge the gap between the affected users and the project delivery team. The Business Change Lead will ensure that the users’ needs are understood by the project and that any constraints/challenges are understood by the users, and will offer regular communications and training.
- Changing working practices and introducing new mobile solutions require early and ongoing user involvement and consultation. An example of this is to run business workshops to understand their challenges and requirements for mobile solutions, and also to accompany their teams out in the field to understand their operational challenges. In addition, it’s also vital to ensure the change has trade union support. Use a pilot to get early feedback an initial pilot is a way of reducing risk. It will help obtain some advocates for change – creating a first batch of evangelists who spread the message, especially if they can describe WIIFM (“What’s in it for me”) to their colleagues.
- It’s imperative that users are trained in both the new working practices and in how to use the technology. Our experience shows that some resistance to change is caused by users not understanding how to best exploit the technology, and this can be addressed by effective training. Also recognize that not everyone will adapt to the new technology quickly or easily and there’s a need to allow time for 1 on 1 training sessions if necessary.
- Throughout the project ensure that you listen to the real adopters of this change (the operatives), through drop in and refresher training sessions. Allowing staff to air their concerns at various meetings is useful in focusing on stakeholder needs and picking up on teething issues with the roll out. Act on the feedback received, e.g. set up a series of User Improvement Group meetings.
- To ensure new working practices are embedded, carry out health checks, additional training and 1support after 6 – 9 months of project closure. This is key to IT-led transformation programs where the IT teams work closely with the business teams to ensure the ICT benefits are realized to the maximum extent. By implementing this approach organizations can better manage expectations.
- To date, the adoption of mobility in most organizations has been a step-by-step process, with each part of the business driving specific solutions to meet their particular need. Organizations are now starting to realize that an enterprise-wide approach is needed if they are to maximize their return on investment.It’s important that mobilizing the enterprise is not seen purely as the responsibility of IT – it needs sponsorship and participation from the rest of the organization, particularly from the Business Units and HR. There exists a close relationship between an organization’s mobility strategy and the strategies for workforce planning and estates: mobility can be both an enabler and requirement for different workstyles and accommodation approaches, such as remote working and hot-desking. What’s needed is appropriate governance, with representatives at a senior level, to ensure all complementary strategies are aligned to create real benefits to the organization. For example, it’s no good delivering excellent mobility technology when the workforce strategy is to locate staff to regional hubs.
- Notes: Though organizations may even be enthusiastic about adopting an enterprise mobility strategy, the ROI model be difficult to create, especially when the new communication channels are creating increased participation, which carries an expectation of higher returns. Some traditional measurements (i.e. mobile website or app traffic, interaction on mobile) are not always aligned with business objectives and goals and may not really show an accurate ROI.The mobile first pattern and principle should be a guide to how we drive overall customer engagement. Measuring targeted mobile success should be based on metrics within your solution. Sometimes it’s user acquisition, sometimes it’s pure marketing purpose, and a lot of the things we do within the enterprise deal with employee engagement. This involves making really good use of the employees time away from their desks, so that while they’re on a train they can be doing X, while they’re with a customer they can actually capture the information and get it back to these channels without having to go back to the office and type emails.
- Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
- One way to boost the qualityof the user experience is to enable employees to take advantage of their own devices through a ‘personal cloud.’ At a more fundamental level, ‘componentization’ divides large applications into their constituent parts and then makes it easy to rebuild them in a modular fashion so they can be recombined quickly and flexibly for better usability. This freedom however reduces the control of those who manage that technology, so finding ways to maintain the balance will remain at the forefront of mastering this challenge.
- Cloud promises to deliver several of those answers, and companies are slowly responding by migrating towards new application delivery and service models that emphasize consumerization and cloud over traditional consulting and implementation services.
- We’re on the cusp of a new class of computing, the so-called ‘wearable technologies.’ Glasses, watches and body monitors are all potential applications for the workplace. Predictions are saying that these types of devices will reach 100 million devices by 2016. Juniper Research forecasts that there will be worldwide spending of $1.4 billion on wearable technology. We might see an all-out battle come of this.As wearables progress, the biggest question that enterprises must take into account is: Where’s the balance between individual employee convenience and corporate control? As devices like this rise, it’s up to businesses to determine if they’re necessary in the workplace or if they will contribute to overall productivity and efficiency. Accessibility, agility and consumability are key attributes to a successful business in today’s information-centric world. The enterprise needs to become dynamic.We will shortly see internet connected cars becoming commonplace, as well as a range of different sensors and intelligent objects that people can interact with. As with wearables, devices such as these could be convenient in the workplace, or they could deter from business goals. The enterprise is seeing threats on so many fronts: to smartphones and tablets;on social media, SAAS, and app stores; and the desire of many employees to work where they want, that it will be imperative for a business to evaluate the risks, wants and needs of its employees when taking devices such as these into account. The pace of change – and particularly technological change – is accelerating. Product cycles are tumbling. Consumer preferences, and behavior, are evolving constantly. The enterprise needs to operate in a different way if it’s to remain competitive.
- We’re on the cusp of a new class of computing, the so-called ‘wearable technologies.’ Glasses, watches and body monitors are all potential applications for the workplace. Predictions are saying that these types of devices will reach 100 million devices by 2016. Juniper Research forecasts that there will be worldwide spending of $1.4 billion on wearable technology. We might see an all-out battle come of this.As wearables progress, the biggest question that enterprises must take into account is: Where’s the balance between individual employee convenience and corporate control? As devices like this rise, it’s up to businesses to determine if they’re necessary in the workplace or if they will contribute to overall productivity and efficiency. Accessibility, agility and consumability are key attributes to a successful business in today’s information-centric world. The enterprise needs to become dynamic.We will shortly see internet connected cars becoming commonplace, as well as a range of different sensors and intelligent objects that people can interact with. As with wearables, devices such as these could be convenient in the workplace, or they could deter from business goals. The enterprise is seeing threats on so many fronts: to smartphones and tablets;on social media, SAAS, and app stores; and the desire of many employees to work where they want, that it will be imperative for a business to evaluate the risks, wants and needs of its employees when taking devices such as these into account. The pace of change – and particularly technological change – is accelerating. Product cycles are tumbling. Consumer preferences, and behavior, are evolving constantly. The enterprise needs to operate in a different way if it’s to remain competitive.