Build a sustainable , scalable and fail-safe mobility strategy for your enterprise. Mobien Technologies helps companies create a robust, ROI driven mobility strategies.

1. Building
a
successful
enterprise
mobility
strategy

2. The
disrup+ve
nature
of
mobile
in
the
enterprise
has
le5
many
organiza+ons
scrambling
to
come
up
with
both
a
business
and
technical
mobile
strategy
and
roadmap.
And
let’s
face
it,
mobile
isn’t
going
away.
Gartner
has
predicted
that
by
2015,
70%
of
your
customer
interac+ons
will
originate
from
a
mobile
device.
And
whether
this
is
completely
accurate
or
a
liFle
bit
overstated,
direc+onally
it
is
an
important
sta+s+c
that
seems
to
be
playing
out
in
the
marketplace.
It’s
not
only
your
customers
who
are
interac+ng
more
with
mobile.
So
are
your
employees,
partners,
distributers,
suppliers,
sales
teams,
etc.
Figuring
out
how
to
address
the
mobile
needs
of
all
of
these
cons+tuents
is
becoming
essen+al.
An
Enterprise
Mobile
Strategy
needs
to
look
at
these
facets,
not
only
for
today’s
challenges,
but
also
with
a
vision
for
mobile
usage
in
the
future.
“More
than
70%
of
your
customer
interac;ons
will
originate
from
a
mobile
device”
!
Gartner
The
above
illustra+on
will
depict
various
components
that
cons+tute
a
successful
mobility
strategy
for
the
enterprise.
Ensuring
your
Enterprise
Mobile
Strategy
includes
the
right
components
and
discussion
topics
is
one
thing,
but
the
team
responsible
for
implemen+ng
this
strategy
will
be
faced
with
tough
decisions.
Organiza+ons
are
"living
bodies",
with
a
lot
of
personal
aspira+ons,
poli+cs,
and
history
thrown
into
the
mix
that
can
derail
the
best
intended
strategies.

3. Here
are
the
top
6
mistakes
organiza+ons
make
when
implemen+ng
an
Enterprise
Mobile
Strategy:
!
1
Thinking
an
App
Is
a
Strategy
!
Just
because
you
have
one
app,
doesn’t
mean
you
have
a
strategy.
Some
companies
s+ll
see
mobile
as
a
check
the
box
and
move
on
kind
of
technology.
If
your
company
is
thinking
this
way,
you
are
missing
the
point
(and
the
power)
of
mobile.
It
may
be
+me
to
take
a
step
back
and
think
about
how
mobile
fits
into
your
overall
company
strategy.
It
is
important
to
define
what
you
are
trying
to
achieve
with
mobile.
Is
it
use
mobile
to
increase
revenue,
shorten
sales
cycles,
improve
the
customer
experience,
make
your
employees
more
produc+ve?
Could
be
all
of
the
above.
That’s
a
good
thing.
!
Defining
your
mobile
vision
and
business
drivers
will
lead
you
and
your
team
to
many
innova+ve
app
ideas.
It’s
great
when
this
happens,
when
the
mobile
juices
start
flowing
and
the
flood
gates
open.
It
is
at
this
point
where
it
is
especially
cri+cal
to
have
a
strategy.
You
need
to
be
able
to
know
if
the
ideas
that
are
being
generated
are
good
ones.
And
when
10,
or
50
more
ideas
are
generated,
to
have
a
way
to
priori+ze
them.
Which
ones
fit
into
your
mobile
strategy
and
roadmap?
Which
apps
should
be
developed?
In
what
order?
For
what
devices?
2
!
Approaching
Mobile
as
a
Bolt
On
!
It's
important
to
recognize
that
mobile
devices
are
not
just
"another
screen"
to
deliver
your
current
desktop
applica+ons
and
processes.
The
projects
under
considera+on
in
your
mobile
strategy
should
not
just
cons+tute
small
extensions
or
bolt
on
projects
for
exis+ng
applica+ons,
but
as
an
opportunity
to
build
the
founda+on
for
the
next
wave
of
IT
solu+ons
for
your
business
teams.
Avoid
developing
for
"another
screen”.
!
If
the
business
benefit
of
the
mobile
applica+on
solely
comes
down
to
+me
savings,
you
may
want
to
look
more
closely
at
the
problem
you're
trying
to
solve.
Mobile
apps
are
expected
to
be
easy
to
use,
and
this
expecta+on
can
create
challenges
if
the
approach
is
focused
on
extending
complicated
enterprise
systems
onto
the
small
screen
size
of
a
mobile
device.
3
!
One-­‐Off
App
Development
!
As
the
trend
con+nues
to
beyond
consumer
facing
apps,
many
organiza+ons
have
been
focused
on
crea+ng
internal
company
apps.
Examples
include
apps
for
employees,
apps
used
in
the
consulta+ve
sales
processes,
as
well
as
apps
for
partners
and
resellers.
In
some
cases,
there
has
been
an
irra+onal
rush
to
build
apps;
both
by
IT
to
support
business
demands
as
well
as
by
“cowboys”
within
business
groups.Every
idea
that
has
an
app
as
the
final
result
has
somehow
become
a
good
idea.It
seems
as
though
the
typical
ques+ons
that
are
considered
part
of
the
jus+fica+on
to
proceed
with
an
idea
have
been
thrown
out
of
the
window.

4. This
has
resulted
in
what
we
can
best
describe
as
the
Wild
West
of
App
Development.
For
companies
that
have
started
down
this
path,
we
recommend
taking
a
step
back
and
crea+ng
a
demand
priori+za+on
process,
building
an
organiza+on
wide
app
roadmap,
and
crea+ng
a
mobile
competency
center
to
avoid
disjointed
app
crea+on.
4
!
Building
Apps
that
Don’t
Align
with
Company
Strategy
!
The
majority
of
apps
being
built
by
enterprises
today
are
primarily
built
around
"extending
the
enterprise".
Organiza+ons
are
using
3rd
party
Apps,
or
building
Apps
that
extend
their
current
Enterprise
applica+ons
and
processes
to
mobile
devices.
Examples
include
a
new
mobile
interface
to
a
corporate
CRM
system,
access
to
their
corporate
BI
program,
a
mobile
capable
web-­‐based
front
end
to
ERP,
or
a
custom
App
to
approve
mortgages.
Of
course,
these
Apps
have
value.
Having
access
to
corporate
data
on
the
road
or
away
from
the
PC
is
what
this
revolu+on
is
all
about,
but
is
there
something
more?
Can
we
think
beyond
"mobile
access"
and
use
these
devices
to
have
a
greater
impact
on
employees,
partners,
and
customers?
Mobile
will
become
truly
valuable
when
companies
build
apps
that
have
a
direct
impact
on
business
metrics.
These
Apps
can
drive
behavior,
so
when
discussing
a
roadmap
of
mobile
Apps
for
a
business,
the
answer
is
to
step
back
and
talk
about
the
behavior
and
expected
outcomes
we're
trying
to
establish.
5
!
Thinking
MDM
Is
a
Silver
Bullet
!
With
the
prolifera+on
of
employee
owned
mobile
devices,
IT
departments
are
looking
for
ways
to
mi+gate
the
risk
of
corporate
data
being
exposed
on
devices
outside
of
the
typical
scope
of
IT
control.
In
some
ways
this
is
not
a
new
scenario
for
IT.
However,
in
the
past,
the
prevalent
use
cases
on
these
types
of
personal
devices
were
limited
to
the
ability
to
connect
to
corporate
email.
Most
enterprise
email
plahorms
offered
some
capability
to
remotely
manage
the
data
on
the
mobile
device
-­‐
or
at
least
remove
this
data
remotely.
Thus
there
was
limited
risk
associated
with
data
loss
and
IT
was
comfortable
suppor+ng
this
scenario.
!
With
the
explosive
growth
of
personal
smartphones
over
the
past
few
years
and
with
users
demanding
deeper
access
into
corporate
data,
IT
teams
are
now
dealing
with
a
more
disrup+ve
change.
IT
saw
BYOD
as
a
loss
of
control
from
the
tradi+onal
models
of
governance
and
control
but
is
star+ng
to
see
BYOD
as
a
cost
saving
opportunity.
Associated
with
this
change
in
mindset
is
an
understandable
desire
to
have
some
level
of
control.
In
the
minds
of
most
IT
departments
this
essen+al
level
of
control
comes
by
way
of
acquiring
a
Mobile
Device
Management
(MDM)
solu+on.
!

5. The
typical
adop+on
associated
with
MDM
starts
with
the
iden+fica+on
of
a
MDM
plahorm,
establishing
the
plahorm;
in-­‐house
or
in
a
SaaS
model,
launching
a
pilot
to
manage
a
subset
of
corporate
and
employee
devices,
with
hopes
to
grow
it
into
a
discipline
under
IT.
We
have
seen
most
MDM
ini+a+ves
struggle
to
achieve
maturity
beyond
this
point.
This
is
the
point
of
realiza+on
that
the
MDM
solu+on
is
only
a
component
of
the
BYOD
puzzle
(and
of
the
broader
mobile
strategy)
and
a
lot
more
is
needed
to
be
effec+ve
in
deploying
a
BYOD
plahorm.
Hence
the
appropriate
yet
clichéd
“silver
bullet”
mistake.
!
6
Not
Focusing
on
Innova;ve
Use
Cases
!
Once
the
“table
stakes”
consumer
app
has
been
released,
and
the
necessary
BYOD
/
MDM
/
Security
conversa+ons
have
taken
place
(and
ini+al
processes
and
controls
have
been
designed)
companies
are
ready
to
talk
apps
for
the
enterprise.
So,
what
makes
a
good
candidate
for
a
mobile
app?
The
biggest
bang
for
your
mobile
buck
will
be
realized
when
you
start
thinking
about
what
scenarios
you
can
enhance
by
using
mobile
to
make
it
easy
for
your
employees
to
do
their
jobs
and
make
it
easy
for
your
customers
to
purchase
your
wares.
Sounds
great!
But
how
do
you
iden+fy
these
types
of
scenarios?
Start
by
iden+fying
the
key
actors,
both
internal
and
external,
to
the
organiza+on.
These
actors
o5en
include:
customers,
suppliers,
sales
team
members,
field
service,
technicians,
etc.
Some
of
the
best
mobile
scenarios
will
come
from
an
examina+on
of
a
"day
in
the
life"
of
the
key
actors.
When
examining
a
day
in
the
life,
be
on
the
lookout
for
mobile
app
candidates
that
require
mul+ple
systems
for
the
user
to
achieve
their
goals,
look
for
complicated
process
flows
that
are
imposed
by
enterprise
systems,
and
cases
where
your
end
users
have
limited
access
to
desktop
technology
at
cri+cal
points
in
their
daily
rou+ne.
!
Avoiding
these
mistakes
combined
with
a
structured
methodology
and
process,
will
help
create
sustainable
and
profitable
mobile
strategies
that
separate
the
hype
from
reality,
and
ensure
that
each
project
is
on
a
path
towards
a
future
vision
for
a
mobile
enterprise.

6. Mobien Technologies Private Limited
India
North America
5th Floor, Manikchand Mantri Galleria,
CTS # 996, Near Deep Bunglow Chowk,
Model Colony, Pune 411 016. India
708 ~ 3590 Kaneff Crescent,
Mississauga,ON L5A 3X3,
Canada
Thailand
Malaysia
Philippines
968, Sukumvit,
101/1 Sukumvit Road,
Bangkok – 10260 Thailand.
14 First Floor Jalan SS3/33,
47300
Petaling Jaya, Selangor DE,
Malaysia
169 Eastgate Center, Edsa
Mandaluyong City, Metro
Manila 1600, Philippines.
dna@mobientech.com
!
Call our Sales hotline on +91 915888 2706