6 Success Tactics for Supporting Mobile Knowledge Workers
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


6 Success Tactics for Supporting Mobile Knowledge Workers

Uploaded on

The HDI research brief outlines the 6 success tactics for supporting mobile knowledge workers.

The HDI research brief outlines the 6 success tactics for supporting mobile knowledge workers.

More in: Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 504

http://learn.citrixonline.com 252
http://learn.gotoassist.com 220
http://lp.citrixonline.com 11
https://twitter.com 9
http://t.co 4
http://citrix.lookbookhq.com 4
http://na3.salesforce.com 1
http://www.facebook.com 1
https://podio.com 1
http://www.google.com 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. Special Advertising Section Six Success Tactics for Supporting Mobile Knowledge WorkersJust one year ago, TechCrunch.com predicted that Mobile data research is piling up, and most organizationsthe number of mobile devices would exceed the have accepted the fact that BYOD has become aworld’s population of almost seven billion people mainstream practice that IT must support. The upside isby the end of the year. The evidence to date a proven increase in worker productivity and a reductionsuggests this prediction was right on target. With in the total cost of ownership (TCO) burden for thethat in mind, Forrester analysts concluded that organization. In “On the Move: How Mobile Employeesenterprise IT managers currently underestimate Are Changing the Workplace,” Herman Miller points out that knowledge workers represent the most rapidlythe demand and are ill-prepared to handle mobility growing sector of mobile workers, and that mobilesolutions in the corporate arena.1 Forrester workers spread out over an average of 3.4 places to getsuggests that employees—whether they are mobile their work done.2mavericks or the mobile wannabes who are ____________________deskbound employees—are using their own 1 Michele Pelino, with Christopher Mines and Sarah Musto, “The Rise of Wannabe andmobile devices and apps under the corporate radar. Maverick Mobile Workers – An Empowered Report,” Forrester Research (February 2011),Combined, these two worker segments currently www.forrester.com/The+Rise+Of+Wannabe+And+Maverick+Mobile+Workers/ fulltext/-/E-RES56890.account for 22 percent of all employees. However, 2 Herman Miller, “On the Move: How Mobile Employees Are Changing the Workplace,”by 2015 this number will almost double to 42 www.hermanmiller.com/content/hermanmiller/english/research/research-summaries/percent of all corporate employees. on-the-move-how-mobile-employees-are-changing-the-workplace.html.
  • 2. Special Advertising Section To support this new mobile work style, IT organizations be effective and enforceable, but flexible enough to should adopt “The New IT Everything” attitude— embrace the wide variety of devices workers may repositioning, retooling, and rethinking their service and bring into play. “Set the policies by using the security support models—and do so with a sense of urgency. criteria, and then make support decisions around IT must understand the business’s needs, gather what devices can or cannot connect based upon requirements, and meet mobile knowledge workers’ those criteria rather than by device brand or operating needs on their terms, in their daily work lives. “The system,” says Roy Atkinson, HDI’s senior writer/analyst, New IT Everything” attitude elevates IT to the role in “The Mobility Revolution and Its Consequences of valued, trusted advisor and business enabler. By for Support.” Once support policies are established, providing seamless access and mobile device integration communicate “The New IT Everything” attitude into the IT infrastructure, applications, and services, of responsiveness, flexibility, and adaptability that IT organizations demonstrate their commitment to underpins these policies. improved responsiveness, flexibility, and support. 3. Communicate and Collaborate In the mobile world, employees, customers, and IT staff expect to work from anywhere. It’s about freedom of with Stakeholders. location, device choice, and productive applications. As Empower the support organization and partner with such, business services must have the capacity to deliver the business community as a “trusted advisor” to support to mobile devices and their users as well as ensure that your mobile device policies, procedures, the ability to provide support from a variety of mobile and services are meeting mobile workers’ needs. devices. Cloud-based tools that are accessible from any Then, train all stakeholders on the security policies, Internet-connected device readily facilitate this ability. support processes, and mobile device management, Consider these six success tactics for delivering valued and position the support center as the single point services and support to this growing mobile workforce. of contact and communication (SPOC) going forward. Create a library of mobile-ready “how-to” 1. Establish Clear Security and training recordings that illustrate the supported Access Practices. functionality and the wide range of available business productivity apps at their fingertips. Keep Update, document, communicate, and enforce the communication channels open and moving in security and access control procedures to enable both directions so that the support center can stay qualified, certified support analysts and/or technicians abreast of new apps and devices coming into the to protect the organization’s intellectual property environment and quickly blend support for those (IP) and permit access to internal resources from emerging tools into the mainstream. authorized mobile devices. This is the most important of the six success tactics for senior management, 4. Select Strategic Service who have legal and regulatory accountability for the protection and privacy of customer and employee Providers for Device Support. information. Additionally, this is essential for creating It’s difficult to anticipate what new devices may confidence that the “treasure chest” of IP—patents, emerge and what choices workers will make. Rather plans, formulas, algorithms, financial information and than try to embed universal support expertise in your confidential information—is protected, secured, and environment, investigate sourcing and partnering access-controlled. opportunities with companies that have these commoditized services in their portfolios. Establish 2. Develop Your Support Policy. support plans with vendors that can demonstrate the Incorporate the procurement, configuration, and required level of expertise and services for device support of all mobile devices into the services catalog, break/fix/replace options. Provide those vendors standard operating procedures, and service level with your standard corporate mobile configuration or agreements. Include a regular process for measuring image (OS, apps, access, etc.) to enable seamless customer satisfaction, gathering new business/ support. Also, look closely at providers that offer technology requirements, and capturing the voice SaaS-based services for OS and app support to ensure of the customer. Make policies specific enough to maximum flexibility and lower costs.
  • 3. Special Advertising Section5. Integrate Service Desk, Remote Support, and Monitoring Tools. Design a support center cockpit that provides support analysts with easy access to all available and necessary resources, a suite of remote support tools, easy access to self-help functionality, and multichannel support options that facilitate high first contact resolution. For workers on the move, it’s all about multichannel communications and remote support tools, fully integrated at the service desk. When mobile workers encounter a problem, they need a variety of ways to reach out for help, and the phone may not be an option. Consider someone working at a local café who needs to communicate quietly with someone through any channel other than the phone: email, chat, instant messaging, a web portal, etc. Once connected, analysts can use remote tools to access the device and resolve the problem. Using a fully integrated tool set, analysts can also log and track the incidents for end-to-end support, manage the configurations, and automatically monitor networks, servers, and services for performance and accessibility.6. Train Support Center Staff. In addition to becoming experts on mobile device management, the support analysts and technicians need to be proficient in the remote support tools, service desk applications, and supported business apps available to mobile workers. Beyond that, they need to be well versed in the mobile support processes, advocates for the policies and procedures, vendor liaisons, and communication central. Equip the support center staff with the devices they may be called upon to support and train them completely in the use of those devices. With this new blend of analyst skills, broader multichannel workflow processes, and a constant influx of new devices, it’s also time to update job descriptions and skills assessment matrices, enhance onboarding training, and create new workshops that reflect these changing dynamics and support long-term success.In a 2012 McKinsey survey about mobile strategies,the 250 CIOs surveyed agreed that the use of a singledevice for both personal and work purposes is both amajor challenge and a major opportunity. Mobility is atechnology trend that cannot be ignored or taken lightly.It’s time to adjust your strategies, fine-tune your policiesand procedures, and follow these guidelines to providea supportive, successful, and productive environment fortoday’s mobile knowledge worker.
  • 4. ix itr orSpecial Advertising Section u t C yf as ile bo e it e mob ers. A ak rt rk m o o g, pp w s rin t ion to su edge nito nals l olu ns wl o sio ca ’s s atio kno ort, m ofes chni om rix iz pp p r te fr l, Cit rgan su er IT vide g IT e tria . o te o in e m IT mo powto pr r yth t a fr st.co TM re em s st ve es si To . A ssi ools team ge e requ toas Go 016 , To k t rt ana to go rix 6.0 US Go des ppo ly m or ww. Cit 8.64 the 80. ix u i e ut 7 itr rvice nd s eas mor sit w abo ll 88 tside 90.5 om. C e ds a nd rn vi on ca ou .6 .c an a ce To le a m ati ease rom .805 itrix tan . or , pl f l 1 .c sis here as w inf ions lling dia ww y ore lut e ca it w an r m d so ou’r vis Fo ase f y se b I lea d- ,p clou m ore le arn To han G ara Mc m), e te o yP n.c n b a r a h a ent itte g d Wr e@mc presi d t d n (p e der an han a n ra . fou McGa es, trix at of Ci of oci f s As behal o n