Use case on the issues an innovation offer may introduce and specifically looking at the mobility offer as it relates to people.

1. Mobility Use Case
Innovation and Consumers

2. by Lisa Marie Martinez

3. Offer Management

4. Compare the offers
• Mobility
• Cloud
o Both require PaaS and
Saas in this case the
device is the IaaS.
o May acquire from and
send to a cloud or ala
carte
 Does require the
cloud components
• PaaS
• SaaS
o Both require PaaS,
SaaS and Iaas
o May deliver to a
mobile device or ala
carte
 Does not require
the mobile device

5. Design Patterns “Offer Management Capability” Mobility
Employees
Authenticated
Users
Suppliers
Authorized
Users
Customers
Entitled Users
Public Sector
Regulators
Guest Users
Global
Audience
Consumers
Registered
Users
Content Acquisition
and Delivery
IaaS
Content Collector,
Provider and
Producer
SaaS
1. Design Strategy and
vision
Executives
2. Design offers product
and services
Leaders Marketing
(engineering)
ITEM OFFER
Data
Information
Knowledge
3. Market and Sell
product and services
Leaders Sales
Content Quality and
Monitoring
PaaS
4. Build products and
services
Operations
5. Support products and
services
Technical Services

6. Customer Quality
• My device behaves poorly
o Battery used too quickly
o Changes on device
o Too Slow after week 1
 Minutes used when behaviors did not change device
must be faulty

7. • Shortcut to running applications
• Close all recent applications will
show after closing applications
Running
Applications
<Press and
Hold>
home screen
button in
Android smart
phones

8. Customer to mobile carrier
• Service Provider – Subscription
o Customer complaints
 Unhappy about billing errors
• Credit “my minutes” are gone and I haven’t used my
•
phone
Credit “my data usage” is used in Week 1
o Appears like consumer fraud to provider

9. • From main <settings> screen
<select> Apps
• Running Applications reveals
many running
Despite closing
in the window
most familiar to
consumers
The settings route
rarely used
reveals the actual
use of the device
by applications

10. Unknowns – Innovation
• Consumers cannot predict the behaviors of
innovation
o It is unacceptable to transfer responsibility of
technology to users who had no benefits nor rewards
o People are not technology experts
 Nor do they want to be
• Customers will blame the carrier of the phone
o without knowing the issues caused by a 3rd party
application on a Play store or iTunes download.
 Is this a mutually rewarding relationships for
carriers?

11. Remote Access by Apps
•
An application I can use on my device MUST not take
advantage of my relationship nor take over my device.
An application that prevents my phone from doing what I believe
it is doing...based on my action with the device in my hand.
o An application controlled by a remote service is not something I
would imagine anyone would want to do.
 Why would they?
 Isn’t this a national security threat?
o
•
Who will we blame?
o
The carrier or hardware device manufacturer? (HTC and
Lenavo)

12. Usage reports for revenue
• The telecom usage reports supplied to social
media stakeholders
o grossly overstated

13. Party Management

14. Definition ISO Standards
• Data Owner
• “data owner” returns
50 sites with
• People or
populations of
• “users” returns
people grouped by
age
o We need to
understand the
consumer or citizens
o ISO sites = 35,100
results (0.24 seconds)

15. Party Management Capability System and Sub-systems
Executives
Leaders Marketing
(engineering)
Leaders Sales
Operations
Principle 3 People
ISO 9001, 2600,
27001
Principle 2
Leadership
ISO 9001, 2600,
27001
Employees
Users
Suppliers
Users
Principle 8 Mutually
Beneficial Supplier
Relationships
ISO 9001. 2600 and
270001
Executives
Business
Managers
Technical Services
Architects
Engineers
Customers
Consumers
Citizens
Users
Principle 1
Customers
ISO 9001, 2600
and 27001
Technicians
Users

16. Data Owner
•
•
•
•
•
•
When we use a laptop we expect the
application to run, when we login.
When we use a mobile device we
expect to select the features we want
to use.
When we turn off our device we expect
it to remain powered off.
Why would someone want to power my
device if I’m not using it?
Who’s paying for the minutes?
Who’s covering the data usage?
•
•
•
Who is tracking me?
o Why are they tracking me?
o How do I turn the tracking off?
o How many companies are doing
this?
Who can see the data?
o How do I opt out?
o I tried to decline and the
application would not download.
Why did my contract include a clause
that promised the police would need to
have a warrant.

17. Education Segmentation enables consistency across verticals
Gender
Re-use in any industry
• Modeling by Groups or super-systems
• How are we marketing to which groups of consumers?
• Male and Female
• Minors and Adults
• How are we improving?
• Are we meeting legal and financial obligations?
• Are we secure and sustainable?
• Are we socially Responsible?

18. Segmentation - prevent threats against a child

19. Issue – Ethical “Stalking”
• Symptoms of Ethical Hacking
o Many men are following you on your computer or online
o A man may go in the middle of you and your actions
o Hacking into your computer and your life
 People are allowed to place cookies which copy your
keystrokes
• Then the same people can change what you post because they have your
password and access to your devices

20. Unable to enforce laws
• Domestic Laws protect us and our data
“at rest” and “in motion”
o Ethical hacking is also known as social engineering
 Cookies have the same behaviors as an exploit in former
security reports
 A keystroke logger is a cookie or in the past we identified
these as medium or high threat exploits in security circles.

21. • Select the Chrome Mobile
application
• A problem allowing a DNS change
through a Chrome Clone or bad
version of chrome allowed for
ethical hackers
A social
engineering
example
A symptom when
you have been
targeted by ethical
hackers

22. Issue - Mobile Services
• A person, citizen, consumer acquires a device and
subscribes to a mobile service.
o The relationship is bi-directional with the
provider to the device owner.
o Wireless services were never intrusive and
practiced within the law.

23. Consumer Protection
• When consumers want a credit providers
must grant the consumers request.
o The agreement between user and provider is the
binding agreement and the device allows this
anomaly
o The device was purchase from an authorized
representative

24. SaaS before
Deliver via
component
bundle to a
URL
Saas Now
Deliver via a
component bundle
to a URL and in
Mobile format
Same
offer NOT a
new
revenue
stream
(a view
from the
same
consumers)

25. •
The End

26. Appendix – One page
value streams
Understanding the business value streams
from people perspective

27. Process Approach to Sustainable Development
• Ensuring new applications are not designed in a way that allows the device to be managed remotely without user
knowledge.
o Ensure we know how M2M allows backend copy of voice, data and allows the subscribers data and services to be
used despite the user not knowing applications are not allowing themselves to sleep.
o Screen shows no applications and running services show 3 +
• Subjective methods used to analyze the same global capabilities as management activities.
• Significant gap in the methods used to evaluate risks, threats, consequences and impacts of activities on customers,
suppliers and other interested parties.
o IT expert “ive seen more bathrooms than I ever wanted to see”
Quality Management
System
Subscribe to application
controlled by device owner
Application controlled by
device owner
Recovery time objectives
are attainable
Desired End State
ISO Quality Management Principle 4: Process Approach
• Lower costs and shorter cycle times through effective use of resources for mobile application services
• understanding the cloud phases and how the mobile application is one of the phases not a standalone market
• understand the way these services are being far too intrusive with M2M and remote management
• Focused and prioritized improvement opportunities to enable global delivery

28. Mutually beneficial supplier relationships
• Inability to build relationships that balance short-term gains with long-term considerations.
 Do not intrude or introduce threats
• Inability to exploit expertise and resources with partners.
• Inconsistent methods used to identifying and select key suppliers.
• Inconsistent forms of communication without clarity and open lines of communication.
• No long term planning discussions or sharing of goals.
• Silo-ed development and improvement activities.
• Lack of a motivation and reward system for attainment of improvements or achievements by suppliers
ISO 9001 Quality
Management
Principle 8 Mutually
beneficial supplier
relationships
Expense
Management
Strategic Supplier
Relationships
Desired End State
Quality Management Principle 8: Mutually beneficial supplier relationships
• Increased ability to create value for both parties.
• Leverage supply chain
• Flexibility and speed of joint responses to changing market or customer needs and expectations.
• Optimization of costs and resources.

29. People Involvement Symptoms
Community Involvement
• High Percentages of People lack a clear understanding of the intended delivery nor would people expect a business to
overlook laws protecting them.
Employee Involvement
• The concept of open communication hasn’t been realized by having open and constructive conversations about
constraints and barriers with their direct manager.
o People lack accountability and rarely show behaviors that they accept ownership of problems and their
responsibility for solving them.
o Few people effectively evaluate and fail to define their own personal goals and objectives and often have not
defined them in a manner to measure performance against them.
• People lack the motivation to actively seek opportunities to enhance their competence, knowledge and experience.
Engaged and
• Barriers to communication prevents the effective exchange of ideas and rarely do peers have bi-directional sharing of
ISO 9001 Quality
Principle 3 People
Effective Measures
knowledge and experience.
Management
Involvement
Motivated
Employees
Desired End State
Quality ISO 9001 Quality Management Principle 3 People Involvement
• Motivated, committed and involved people within the organization.
• Innovation and creativity in furthering the organization's objectives.
• People being accountable for their own performance.
• People eager to participate in and contribute to continual improvement.
against goals

30. Leadership (Employees) Threats
• People struggle to understand and often lack the evidence to get motivated towards the organization's goals and
objectives.
• Unable to execute activities nor ensure they are evaluated, aligned and implemented in a unified way.
• Miscommunication between levels of an organization will be minimized.
• Unable to acknowledge corporate policies therefore definitions for enterprise business data reports higher than
expected data quality defect impacting the customer and operational effectiveness.
ISO 9001 Quality
Management
Principle 2
Leadership
Industry standards measure
all associated management
activities
Stakeholder
Management
Desired End State
Quality Management Principle 1: Leadership
• Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local
communities and society as a whole.
• Establishing a clear vision of the organization's future.
• Setting challenging goals and targets.
• Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.
• Establishing trust and eliminating fear.
• Providing people with the required resources, training and freedom to act with responsibility and accountability.
• Inspiring, encouraging and recognizing people's contributions.

31. Graphical Design
Pages
Design Thinking People Centered Design
ISO 9001 Person related standards
Public and Private Sector shared
innovation threats and risk
Public and Private TL9000 and Financial
Audit risk

32. Enterprise as a System - Design Thinking
“People” centered Systems
Understand
Enterprise is a system
Observe
• Zachman
• Demming
Users design patterns
• People
• Employees
• Leaders
• Suppliers
• Customers
Prototype
Synthesis
Party Management
Tools
•
•
•
•
•
Insight Maker Models
Debate Graph Models
Prezi Visual Guides
Facebook Pages
Mind Maps
Visual Aides
A static system Business
Management System
Party Management
• Employees
• Suppliers
• Customers
• Caccoo Diagrams
Financial Management
Entities - Distribution
Locations
Timing
Design Phase 1-4

33. Zachman Row 3 to The Enterprise “users” Row 6
Leverage Points
Business
Managers
Executives
Architects
Principle 2
Leadership
ISO 9001
Engineers
Users
Technicians
Principle 3 People
ISO 9001
Employees
Users
Consumers
Citizens
Users
Suppliers
Users
Principle 1
Customers
ISO 9001
Principle 8 Mutually
Beneficial Supplier
Relationships
Converges with ISO 9001 Principles
Executives
Leaders Marketing
(engineering)
Leaders Sales
Operations
Technical Services

34. 1. Design
Strategy and
Vision
• Leaders work together
to prepare the plan and
design the strategy
roadmap
Treasury
Public
• Do we have the right
expenses planned in the
right timeline to deliver
the strategy
Employee
Relations
1. Design
Strategy and
Vision
• Leaders work together
to prepare the plan and
design the strategy
roadmap
Corporate
Finance
• Do we have the
resources we need
to deliver the
strategy
Private
• Do we have the right
expenses planned in the
right timeline to deliver
the strategy
Human
Resources
• Do we have the
resources we need
to deliver the
strategy
Example of how we
are performing the
same type of work
using different names
The three
stakeholders provide a
Business Service to
the other process
owners.
Expense Transaction
Capabilities

35. 1. Design
Strategy and
Vision
1. Design
Strategy and
Vision
• Leaders work
together to prepare
the plan and design
the strategy roadmap
Corporate
Finance
• Do we have the right
expenses planned in
the right timeline to
deliver the strategy
Human
Resources
Private
• Leaders work
together to prepare
the plan and design
the strategy roadmap
Treasury
• Do we have the right
expenses planned in
the right timeline to
deliver the strategy
Employee
Relations
• Do we have the
resources we
need to deliver the
strategy
• Do we have the
resources we
need to deliver the
strategy
Public
2. Design
Products and
Services
The expense transaction capability has been
accepted in MIKE2.0 Open methodology
• Engineering
3. Market and
Sell Products
and Services
• Marketing
• Sales
4. Build
products and
services
Expense Transaction
Capability – Sub-system
• Operations
5. Manage
products and
services
• Delivery
• Technical
Services