A strategic guide to becoming a mobile enterprise
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A strategic guide to becoming a mobile enterprise

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Presentation on mobile strategy for SJSU students.

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  • {"16":"Details not yet in CRDB, but case study exists in Japanese and is presently being translated into English (LINK PENDING)\nLocated within the Kochi prefecture of Japan, Kochi Medical School Hospital is a teaching hospital that seeks to deliver comprehensive, hands-on medical training to students while also offering emergency and long-term treatment services. The hospital operates as a part of the prestigious Kochi University.\nKochi Medical School Hospital was looking to improve the timeliness and quality of patient care that it could deliver by updating its mobile computing system. The existing solution relied on expensive, proprietary handheld devices that offered limited functionality and required high maintenance costs, averaging USD300 per repair. As a result, the school did not have enough devices to supply one to each medical staff member, forcing employees to share equipment. So the nurses wanted one device per person to improve the productivity and more time for treating patients.\nTurning to IBM, the medical school joined with IBM® Global Technology Services® – Integrated Technology Services to update its mobile computing environment, migrating its existing medical applications and patient medical record systems to the IBM SmarterCloud Desktop platform. The IBM cloud solution provides a security-rich architecture specifically designed to support mobile application access. At the same time, IBM helped the hospital transition to an operating model including iPod touch devices from Apple Inc. to extend data access to mobile users. In addition, IBM Global Business Services® developed new iPod touch–based interfaces for the hospital’s existing applications.\nThe new IBM solution helps Kochi Medical School Hospital cut ongoing mobile computing costs. A new iPod touch device costs the business less than the average repair cost of the previous equipment, helping the hospital purchase enough devices to equip its entire medical staff. Employees are now more productive and efficient thanks to the increased accessibility of critical patient information. Further, the flexible IBM SmarterCloud Desktop platform offers a flexible architecture that can readily scale to meet shifting use demands while still delivering a security-rich environment.\n","5":"Source: Digital Front Office (DFO) Institute for Business Value Study, Q19a. For which of the following do you use your mobile phone? Select all that apply. Q19b. For which of the following do you use your mobile phone? Select all that apply. \n","11":"A leading mobile strategy: \nIs aligned to areas where mobile can fundamentally change business processes and models to generate new revenue streams, lower costs or redefine the organization’s role in the value chain \nHas enterprise wide and designed to leverage common technology tools, partnerships, platforms and development resources across business units\nHas an established governance structure for mobile initiatives that involves all relevant stakeholders, including LoB, IT, HR and Marketing\nTakes into account both external as well as internal initiatives\nEnsures that business cases take into consideration both direct costs as well as benefits that accrue in areas not directly bearing the cost of the initiative\nWithout a mobile strategy many companies will pursue individual, often disconnected initiatives, resulting in numerous fragmented and uncoordinated efforts. This lack of integration with existing processes and infrastructure often causes confusion and poor utilization of limited resources. Limited mobile technology skills and resources remain scattered across the enterprise, making it difficult to tackle key initiatives and deliver tangible results to the business. This, in turn, makes it more difficult to integrate mobile efforts into a cohesive, enterprise-wide strategy. For mobility to be successful, it will require close partnerships among multiple stakeholders, all owning a valued stake in this rapidly evolving space.\nA mobile strategy leader (according to our study) is a company that has a mobile strategy that looks like the one described above, and who also reported that their strategy is superior to their peers. You can see this outlined on chart 7 of this deck: http://w3.tap.ibm.com/medialibrary/media_view?id=225073\n","17":"They use insights to engage their customers where ever they are - Roughly 70 percent or more of mobile strategy leaders believed they were effective in areas such as addressing structured and unstructured mobile data, handling large volumes of data, analyzing mobile data, and taking action based on that data, with less than 37 percent of non-leaders were equipped to deal with these issues. \n(NOTE: 2 %s together should not equal 100 because each stat is out of 100%...so 73% of leaders is one group and 36% of others is another group. There is a full group of leaders who represent 14% of the total sample. 73% of that 14% may be leaders, for example. There is a second group of non-leaders who are 86% of the total sample.)\n","6":"The Situation:\nTrends like BYOD, organizational demands for mobile applications, smarter commerce, and the emergence of new CMO and CISO agendas present an opportunity for IT leaders to drive mobile initiatives that lead to new sources of business value. These trends also present challenges for the IT organization as mobile environments are becoming more complex, difficult and costly to manage, and present new security challenges for the IT network, data, and applications.  The proliferation of mobile devices and platforms – including multiple devices per employee, M2M technologies, lack of standardization, ever-increasing demands on the IT infrastructure as data traffic explodes, and the need to securely mobile-enable existing and future business processes while keeping mobile and wireless expenses under control and ensuring positive end user experience – are themes that are continuing to rise to the top of the IT organization’s agenda. \nWhile the opportunities mobile presents are significant and mobile has become an enterprise requirement, there are a number of challenges clients face:\nFirst, at a business level, the basic models are changing in the way the business interacts and transacts with customers, employees and partners. Full business transactions need to be enabled with low latency request/response characteristics 24x7 from anywhere in the world at anytime. Knowledge of location can be important and utilized as part of the interaction. Social business interactions add opportunities and complexity to the space.\nSecond, as we mentioned earlier the app development lifecycle is more complicated. In addition to being faster and more iterative, you have to deal with multiple device platforms and development styles. You have to securely integrate into back-end enterprise services and cloud and be ready to scale appropriately – even when demand occurs in less predictable patterns. On top of all that you have unique mobile requirements like a user interface that has significant restrictions in terms of real-estate.\nThird, you need to figure out how to protect your confidential information and the privacy of the participants – all while you are enabling connection through devices owned privately by the participants themselves and not controlled by the enterprise. You also have to figure out how to manage all the elements effectively from the device to the back-end platform.\nThese are real challenges. Our recent Tech Report indicated the top three mobile adoption concerns: security/privacy, cost of development, integrating with cloud.\n","12":"Backed by these findings, and our experience with helping thousands of companies become mobile enterprises, we have identified a 4 part strategic approach for how we will talk to companies about putting their businesses in motion. \nWe have identified primary audiences that we will target as we develop messaging and assets that support this new entry point model, though I should mention that there are many buyer and influencer audiences who participate in making purchase decisions in each of these 4 areas. \nIn the next few charts, I’ll share with you some of the top line messaging that we have developed for each entry point, the connections that each entry point has to our marketecture and portfolio and will briefly highlight how you will see our 2H launch announcmenets, customer stories, and market provocations align. \nThe Mobile First enterprise disrupts traditional business models, redesigns processes and harnesses new sources of data and insight\nThe Mobile First enterprise reinvents customer interactions enabling employees, partners and customers themselves with anywhere, anytime information and the ability to take action\nThe Mobile First enterprise provides mobile apps that securely unlock core business function with high quality apps that can be cost effectively developed and maintained\nThe mobile first enterprise anticipates and responds to new requirements from BYOD, organizational demands for mobile applications, smarter commerce\nBacked by these findings, and our experience with helping thousands of companies become mobile enterprises, we have identified a 4 part strategic approach for how to put your business in motion: The Mobile Enterprise Agenda\nTransform the business: For our customers, mobile has to start with a business opportunity, and in many cases these business opportunities are leading to industry disruption. One example, Daimler’s Cars2Go service is challenging the notion of what it means to rent a car. Once people had to go to a rental counter and commit to renting cars for days at a time. Now they can find a car parked on the street in a location that is nearest to them and use it for as long – or as short – a time as they need to. \nEngage the customer: One of the near universal business opportunities that mobile presents is to deepen customer engagement. Mobile is ubiquitous. And people are using their devices in ways that can be turned into advantage for the enterprise - 71% of smartphone users that see a captivating TV advertisement will immediately do a mobile search. But mobile users are discerning - 61% of customers who visit a mobile unfriendly site are likely to go to a competitor's site. And CMO’s recognize this problem. 57% of them say that designing experiences for tablet/mobile apps as a key priority to drive customer loyalty. Leaders are not only providing better, more differentiated service to their end customers, they are enabling their employees with mobile so that they can provide faster and better service wherever they are. \nBuild the App: Providing mobile experience generally starts with an engaging application or mobile web experience. But mobile app development brings with it a host of unique challenges. \nFaster development cycles\nMore devices to support, each with its own set of capabilities, OS and UI behaviors\nMore development approaches\nUnique management, security and lifecycle considerations\nUnlocking core business knowledge from backend systems and making it available to new mobile front end technologies \nOptimize the Infrastructure: And then there are all of the other infrastructure components that companies need to be concerned about – whether it is networking, security, device management, application management, expense management. All of these elements need to be planed for, integrated and optimized so that the enterprise and its workforce can take advantage of new mobile opportunities\n","1":"Abstract: Mobile expectations are changing - enterprises continuously need new skills and offerings to successfully turn mobile opportunities into business outcomes. But, in order to be successful, there are a number of obstacles to overcome. Based on actual customer experiences, this session will show you a comprehensive approach to planning, implementing and managing a ‘mobile first’ approach. In particular, you will learn how to launch a mobile first business transformation, deploy mobile first applications, create a mobile first customer experience and institute a mobile first IT infrastructure. Attend this session and learn the key steps toward building a mobile enterprise.\n","18":"NS Shopping Selects IBM to Transform Customer Experience with Mobile and Analytics TechnologiesLeading South Korean home shopping network taps IBM for consulting and technology transformation to improve customer satisfaction\nSynopsis: \nNS Shopping currently sells its merchandise via television, catalogues and online, missing out on significant opportunity from a broadening set of sales channels where consumers are actively connecting with retailers. IBM will connect mobile and social technologies to empower NS Shopping to more easily reach shoppers wherever and whenever they prefer to browse and purchase products, providing seamless integration with the company’s operations and back-end systems.\nA critical aspect of improving customer experiences will also be led by IBM Interactive, a leading global digital agency, which will strategize and implement improvements to user experience at NS Shopping’s online properties. IBM Interactive will focus on both the creative and digital components of NS Shopping’s web-based and mobile platforms and will design a renewed look and feel to not only deliver a differentiated shopping experience, but also strengthen the retailer’s brand image and customer engagement.\nUsing IBM's MobileFirst Platform, NS Shopping developers are able to expedite the application development lifecycle and quickly deliver valuable mobile services to customers, thus improving customer satisfaction.\nSEOUL, South Korea - 22 Jul 2013: NS Shopping, a leading home shopping network in South Korea and part of the US$4.5 billion Harim Group, is working with IBM (NYSE: IBM) to transform the company by employing new tools to simultaneously improve customer experiences and the organization’s technology infrastructure.\nThe enterprise-wide transformation with analytics and ecommerce technology from IBM's Smarter Commerce initiative enables NS Shopping to uncover data insights about individual consumer preferences while developing mobile applications to deliver a consistent, connected customer experience across multiple devices.\nNS Shopping currently sells its merchandise via television, catalogues and online, missing out on significant opportunity from a broadening set of sales channels where consumers are actively connecting with retailers. IBM will connect mobile and social technologies to empower NS Shopping to more easily reach shoppers wherever and whenever they prefer to browse and purchase products, providing seamless integration with the company’s operations and back-end systems.\nNS Shopping will derive insights from Big Data gathered on the company's mobile and web properties. This information will be used by the company’s e-commerce and marketing teams to provide shoppers with personalized product recommendations, enabling smarter marketing and engagement with individual consumers.\nA critical aspect of improving customer experiences will also be led by IBM Interactive, a leading global digital agency, which will strategize and implement improvements to user experience at NS Shopping’s online properties. IBM Interactive will focus on both the creative and digital components of NS Shopping’s web-based and mobile platforms and will design a renewed look and feel to not only deliver a differentiated shopping experience, but also strengthen the retailer’s brand image and customer engagement.\nIBM technology will also allow NS Shopping to have a centralized, real-time view of customer and product data from across the company to better manage its supply chain and ensure effective order fulfillment. This visibility will give NS Shopping the insight and confidence it needs to further expand its product assortment to solidify its place as a one-stop shopping option. Rolling out these new capabilities is also a critical step in expanding the company’s omnichannel sales platform and achieving its long and short-term growth agenda.\nUsing IBM's MobileFirst Platform, NS Shopping developers are able to expedite the application development lifecycle and quickly deliver valuable mobile services to customers, thus improving customer satisfaction.\n“Shoppers in Korea and around the world are in the midst of a major shift in how they engage with retailers, and are more frequently using mobile devices and social media to browse and purchase goods,” says Sangjun Hyun, Partner, Global Business Services, IBM Korea. “Retailers like NS Shopping are, in turn, expanding their sales channels and leveraging advanced analytics to deliver a smarter, more personalized customer experience.”\nIBM's Smarter Commerce initiative features software and services that help companies transform their business processes to more quickly respond to shifting customer demands in today's digitally-transformed marketplace. The initiative is driven by business executives and department heads who are increasingly looking for ways to bring new levels of intelligent automation to marketing, sales, customer service, procurement and supply chain management.\nIBM will provide IBM Power Systems and IBM System x servers as the foundation of NS Shopping’s infrastructure. Combined with software from IBM's Smarter Commerce initiative and IBM's MobileFirst Platform, this comprehensive solution will help NS Shopping streamline its IT infrastructure management, consolidate data flows and provide a single view of customer information and internal data.\nAbout NS Shopping\nFor more information about NS Shopping, please visit: www.nsmall.com.\nAbout IBM\nFor more information about IBM, please visit: www.ibm.com. \nMore information on Smarter Commerce can be found atwww.ibm.com/smarterplanet/us/en/smarter_commerce/overview/.\nContact(s) information\nJoanna Brewer IBM Media Relations 1-415-545-2270 [email_address]\nMyunghee Son IBM Media Relations +82 2 3781 4681 [email_address]\n","7":"The Situation:\nTrends like BYOD, organizational demands for mobile applications, smarter commerce, and the emergence of new CMO and CISO agendas present an opportunity for IT leaders to drive mobile initiatives that lead to new sources of business value. These trends also present challenges for the IT organization as mobile environments are becoming more complex, difficult and costly to manage, and present new security challenges for the IT network, data, and applications.  The proliferation of mobile devices and platforms – including multiple devices per employee, M2M technologies, lack of standardization, ever-increasing demands on the IT infrastructure as data traffic explodes, and the need to securely mobile-enable existing and future business processes while keeping mobile and wireless expenses under control and ensuring positive end user experience – are themes that are continuing to rise to the top of the IT organization’s agenda. \nWhile the opportunities mobile presents are significant and mobile has become an enterprise requirement, there are a number of challenges clients face:\nFirst, at a business level, the basic models are changing in the way the business interacts and transacts with customers, employees and partners. Full business transactions need to be enabled with low latency request/response characteristics 24x7 from anywhere in the world at anytime. Knowledge of location can be important and utilized as part of the interaction. Social business interactions add opportunities and complexity to the space.\nSecond, as we mentioned earlier the app development lifecycle is more complicated. In addition to being faster and more iterative, you have to deal with multiple device platforms and development styles. You have to securely integrate into back-end enterprise services and cloud and be ready to scale appropriately – even when demand occurs in less predictable patterns. On top of all that you have unique mobile requirements like a user interface that has significant restrictions in terms of real-estate.\nThird, you need to figure out how to protect your confidential information and the privacy of the participants – all while you are enabling connection through devices owned privately by the participants themselves and not controlled by the enterprise. You also have to figure out how to manage all the elements effectively from the device to the back-end platform.\nThese are real challenges. Our recent Tech Report indicated the top three mobile adoption concerns: security/privacy, cost of development, integrating with cloud.\n","13":"They are unlocking the core business knowledge that is in back end systems for mobile uses: Integrating mobile systems with existing systems was the #1 challenged faced by organizations, with 54% indicated this was a significant challenge. While 70 percent or more of mobile strategy leaders indicate they are effective in integrating mobile applications with existing systems, approximately 40 percent or fewer of non-leaders indicated they were successful at these tasks. (MF build the App)\n(NOTE: 2 %s together should not equal 100 because each stat is out of 100%...so 63% of leaders is one group and 34% of others is another group. There is a full group of leaders who represent 14% of the total sample. 63% of that 14% may be leaders, for example. There is a second group of non-leaders who are 86% of the total sample.)\n","2":"Over the next five years, the total market for wearable wireless devices in sports and healthcare will grow to 169.5 million devices in 2017, up from 20.77 million in 2011, a CAGR of 41%.\n","19":"They are using Mobile to fundamentally change the ways that their organizations are doing business - 81 percent of mobile strategy leaders stated that mobile capabilities are fundamentally changing the way their organization does business versus 39 percent of all other firms; 62 percent of mobile leaders indicated that mobility played a significant role in what we call enterprise business model innovation – the ability for the organization to redefine its role in the value chain and how it collaborates with partners, customers and other stakeholders versus 43% of all other firms (MF Transform the biz)\n(NOTE: 2 %s together should not equal 100 because each stat is out of 100%...so 81% of leaders is one group and 39% of others is another group. There is a full group of leaders who represent 14% of the total sample. 81% of that 14% may be leaders, for example. There is a second group of non-leaders who are 86% of the total sample.)\n","8":"The Situation:\nTrends like BYOD, organizational demands for mobile applications, smarter commerce, and the emergence of new CMO and CISO agendas present an opportunity for IT leaders to drive mobile initiatives that lead to new sources of business value. These trends also present challenges for the IT organization as mobile environments are becoming more complex, difficult and costly to manage, and present new security challenges for the IT network, data, and applications.  The proliferation of mobile devices and platforms – including multiple devices per employee, M2M technologies, lack of standardization, ever-increasing demands on the IT infrastructure as data traffic explodes, and the need to securely mobile-enable existing and future business processes while keeping mobile and wireless expenses under control and ensuring positive end user experience – are themes that are continuing to rise to the top of the IT organization’s agenda. \nWhile the opportunities mobile presents are significant and mobile has become an enterprise requirement, there are a number of challenges clients face:\nFirst, at a business level, the basic models are changing in the way the business interacts and transacts with customers, employees and partners. Full business transactions need to be enabled with low latency request/response characteristics 24x7 from anywhere in the world at anytime. Knowledge of location can be important and utilized as part of the interaction. Social business interactions add opportunities and complexity to the space.\nSecond, as we mentioned earlier the app development lifecycle is more complicated. In addition to being faster and more iterative, you have to deal with multiple device platforms and development styles. You have to securely integrate into back-end enterprise services and cloud and be ready to scale appropriately – even when demand occurs in less predictable patterns. On top of all that you have unique mobile requirements like a user interface that has significant restrictions in terms of real-estate.\nThird, you need to figure out how to protect your confidential information and the privacy of the participants – all while you are enabling connection through devices owned privately by the participants themselves and not controlled by the enterprise. You also have to figure out how to manage all the elements effectively from the device to the back-end platform.\nThese are real challenges. Our recent Tech Report indicated the top three mobile adoption concerns: security/privacy, cost of development, integrating with cloud.\n","14":"Internal Reference: http://w3-01.ibm.com/sales/ssi/cgi-bin/ssialias?infotype=CR&subtype=NA&htmlfid=0CRDD-94PSP2\nExternal Reference: http://public.dhe.ibm.com/common/ssi/ecm/en/wsc14464usen/WSC14464USEN.PDF\nClient background:Rohde & Schwarz, established more than 80 years ago, is a world leading electromagnetic compatibility (EMC) test and measurement and digital television broadcasting equipment manufacturer. With more than 8,700 employees worldwide, the majority of its staff - approximately 5,500 - work in Germany, with over 2,500 working at its Munich headquarters alone. The company also manufactures wireless communications technology. Rohde & Schwarz is family owned and operated and generates nearly EUR2 billion in annual revenues. \nBusiness need\nRohde & Schwarz wanted to create a mobile enterprise infrastructure that enabled it to support multiple devices and generate required applications. Specifically, the company sought to build, run and manage a range of applications for customers, partners and employees within an aggressive time frame. However, the organization had certain challenges, including a need for cross-platform development as well as integration with back-end systems, such as SAP and an existing mobile device management infrastructure. Rohde & Schwarz needed to offer these applications on tablets and smartphones across five platforms - iOS, Android, Blackberry, Windows 8 and Adobe AIR - and developing natively for each platform would be costly and unmanageable over time.\nBack to top\nSolution implementation\nRohde & Schwarz evaluated several mobile platform solutions before choosing IBM Worklight software. “After lots of evaluations, we decided that Worklight [software] seems to fit best with our environment and our needs,” says Manfred Metz, corporate mobility manager, Rohde & Schwarz. Rohde & Schwarz used the Worklight platform to integrate rapidly with enterprise systems and securely reuse this integration layer in multiple applications. The development team also used third-party user interface libraries and easily crafted a unique, branded user interface library to serve as a standard for all future mobile application development initiatives.Using the Worklight platform, Rohde & Schwarz can create a tablet application version of its magazine to allow customers to access technical articles. It can incorporate the articles into the application as HTML5 pages and then deliver this content to multiple mobile platforms. Rohde & Schwarz also created two applications for internal use using the platform. The first, Sales Web Mobile, enables employees to access the company’s product background, inventory and marketing information. The information is synced to employees’ mobile devices, so employees can use the application even when they’re not connected to the network. The second application, Sales Circulars, provides just-in-time product information. It pushes news and updates to sales personnel, but users can select specific areas of interest so they receive only information that’s relevant to them. For the development of Sales Circulars, Rohde & Schwarz was able to reuse the existing interfaces of Sales Web Mobile, so the company was able to deliver the application to the sales team within three weeks for five different platforms.\nBack to top\nBenefits of the solution\nBy implementing IBM Worklight software, Rohde & Schwarz gained the ability to:- Reduce the cost of multi-platform development by 60 percent when developing for five platforms- Provide open interfaces, allowing Rohde & Schwarz to connect to and use resources within its existing infrastructure- Shorten the time to market with hybrid development of applications across multiple mobile operating systemsSolutions/Offerings \nSoftware:\nWebSphere: IBM Worklight \n","3":"Over the next five years, the total market for wearable wireless devices in sports and healthcare will grow to 169.5 million devices in 2017, up from 20.77 million in 2011, a CAGR of 41%.\n","20":"Ford - Connected Vehicle     Synopsis:A major US automotive original equipment manufacturer enhances the driving and vehicle ownership experience, improves vehicle maintenance tracking, and more quickly and cost-efficiently delivers services such as wireless access to social media and an onboard analytics service to monitor vehicle health when it deploys a Service Delivery Network based on IBM Cognos software and a suite of IBM WebSphere, IBM Rational and IBM Tivoli software     Location: Dearborn, Michigan, United States     Industry:Automotive     URL:www.ford.com   Client Background:Ford Motor Co. is an American multinational automaker headquartered in Dearborn, Michigan. It was founded by Henry Ford and incorporated in 1903. The company sells automobiles and light commercial vehicles under the Ford brand and luxury cars under the Lincoln brand. In the past it has also produced trucks, tractors and automotive components. Ford also owns small stakes in Mazda of Japan and Aston Martin of the United Kingdom.   Business Need:The world has changed. Automobile manufacturers are, to a large extent, becoming software companies. The consumer is used to everything being connected and available 24x7. It is the world of mobile banking, Internet shopping, Facebook, Twitter, smartphones, iPads and more. And hence, consumers expect to have the same interaction with their automobiles. This inexorable march toward increasingly sophisticated mobile technologies and an ever-increasing number of consumer apps continues to raise the bar on drivers’ expectations for their vehicles and their driving experience. Ford Motor Co. needed to provide its customers with safer, simpler way to connect with in-vehicle technologies and their digital lives.To improve the experience of owning and operating its cars and trucks and thus increase customer satisfaction and reinforce brand loyalty, Ford needed to create a “connected vehicle,” a vehicle that safely and intuitively interfaces with mobile applications, devices and social media. The company wanted to provide drivers with in-vehicle access and ensure that its connected vehicles could remain current with the requirements of and opportunities presented by a fast-changing technology landscape.   \nSolution:What Makes It SmarterTheir predecessors may have been satisfied with a horseless carriage, but today’s vehicle owners expect nothing less than an iPad on four wheels. This automotive manufacturer is collaborating with consumer electronic, Internet and software companies to give it to them. Through its Service Delivery Network (SDN), the company fundamentally transformed the automobile into a “connected vehicle.” Using the SDN, the connected vehicle acts as an agile interface for third-party smartphones or MP3 players, wireless content such as a weather app or social media, and built-in services, such as a vehicle health report (VHR). The VHR app interrogates more than 20 onboard systems, collecting and assimilating diagnostic data. The comprehensive analysis generated from this data includes recommended actions for any displayed vehicle warning indicators, open recalls, scheduled maintenance, and unserviced maintenance and wear items from previous dealer visits. Drivers can opt to receive a text message or email when their report is ready or log on to a website from which they can print the report, have it emailed, or connect to their preferred dealer’s website to schedule service. The SDN can also deliver a text message alert to the drivers if a severe issue exists. Ford connected vehicles extensively use the IBM WebSphere DataPower Appliance as a business-to-business (B2B) Extensible Markup Language (XML) Gateway, primarily to interface with SDN partners through web services. The WebSphere DataPower Appliance forms the heart of the SDN infrastructure platform, working with the other components to deliver a complete “plug and play” solution. WebSphere DataPower technology acts in a similar way as a reduction gear, which allows each part of the SDN to operate at different speeds, yet quickly deliver connected apps and services to vehicles. Ford takes advantage of much of the native capability of the WebSphere DataPower Appliance and has added some services that are specific to its connected vehicles. Ford uses WebSphere DataPower technology’s monitoring capabilities and servers, which are proxied and load-balanced between multiple data centers that connect internally to its logging server, directory services, network monitoring, in-house single-sign-on solution and web single logon. The WebSphere DataPower Appliance makes available more than 130 web services, both internal and external, which are part of the Ford SDN.The Ford SDN also uses IBM WebSphere Service Registry, IBM WebSphere Transformation Extender, IBM WebSphere Application Server, IBM WebSphere MQ, IBM Rational Requisite Pro, IBM Rational Software Architect, IBM Tivoli Storage Manager and IBM Tivoli Monitoring software. IBM HTTP Server technology, a component of WebSphere Application Server software, comprises the solution as well. The products enable the client’s mobile solutions, such as traffic, turn-by-turn directions, vehicle health, concierge and more, with smarter middleware for complete integration with connected vehicles, service providers and dealers. IBM Cognos software is used in the quality area at Ford to provide common metrics reports and analysis capabilities, such as drill-down reports and online analytical processing (OLAP) cubes. Cognos software is also used as a downstream analysis and reporting tool for customer satisfaction survey and warranty data.   \nBenefits of the Solution:Real Business Results•Helps the company to deliver services to customers more quickly and affordably •Improves tracking of maintenance issues and vehicle owner behaviors•Increased customer satisfaction by enabling vehicles to self-diagnose and report incipient maintenance issuesInstrumented - The company can connect with each of its vehicles through the SDN, collecting and distributing information from those vehicles wirelessly.Interconnected - The SDN interfaces with the OEM’s internal systems and vehicles as well as with Internet and third-party technology partner systems. Intelligent - Through the VHR, the SDN provides enhanced value-added service capabilities such as turn-by-turn directions and diagnostics that alert customers to possible issues with their vehicles and, based on metrics such as mileage and other objective data such as vehicle maintenance history, provide drivers with suggestions for addressing those issues. With its SDN, Ford applied best practices from the technology and communications industries and fundamentally changed the way drivers will view the automobile over the next century. This plug-and-play architecture provides the original equipment manufacturer (OEM) the same flexibility as some of the best consumer technology companies and allows it to bring services to consumers more quickly and affordably. For instance, its traffic, directions and information application uses a customer’s mobile phone and the vehicle’s integrated GPS receiver to connect customers to near-real-time turn-by-turn driving directions, traffic reports and business searches. The application’s functionality requires no vehicle updates and is available to all owners who subscribe to traffic, directions and information, or have a built-in navigation system on their vehicle. The service is available from MapQuest or Google websites. For the past several years, owners of Ford vehicles have had an app built right in their vehicle that that allows them to perform self-diagnostics. With this no-charge VHR app, the customer can generate vehicle health reports using simple voice commands in the vehicle, which are then displayed on a dedicated website. When the driver initiates VHR, the system collects the vehicle’s mileage and diagnostic data from more than 20 onboard vehicle systems and transfers the data to Ford using the driver’s mobile phone. A comprehensive report is generated from the vehicle data and includes recommended actions for any displayed vehicle warning indicators, open recalls, OEM scheduled maintenance, and unserviced maintenance and wear items from previous dealer visits. Drivers can select to receive a text message or email when their report is ready. Drivers log on to a website and can print the report, have it emailed, or connect to their preferred dealer’s website to schedule service. Depending on the driver’s preferences, the SDN can also deliver a text message alert to the driver if a severe issue exists. The VHR system translates complicated codes and descriptions into easy-to-understand language for drivers and provides recommended actions specific to the vehicle’s operating condition and service history. It also gives users background information on what specific warning indicators mean and details beyond a light. This helps them learn more about their car and provides additional security and peace of mind with their ownership experience. \n","9":"Over the next five years, the total market for wearable wireless devices in sports and healthcare will grow to 169.5 million devices in 2017, up from 20.77 million in 2011, a CAGR of 41%.\n","15":"They are securing and managing the mobile enterprise: Over 80 percent of mobile strategy leaders indicated they were effective in addressing security issues around the protection of data, securing connectivity, device management threat detection, mobile app security and user security.) In contrast, less than 62 percent of all other companies stated they were effective in this area. Leaders are twice as likely to adopt BYOD than other organizations\n(NOTE: 2 %s together should not equal 100 because each stat is out of 100%...so 90% of leaders is one group and 55% of others is another group. There is a full group of leaders who represent 14% of the total sample. 90% of that 14% may be leaders, for example. There is a second group of non-leaders who are 86% of the total sample.)\n","4":"Source: Digital Front Office (DFO) Institute for Business Value Study, Q19a. For which of the following do you use your mobile phone? Select all that apply. Q19b. For which of the following do you use your mobile phone? Select all that apply. \n","21":"Over the next five years, the total market for wearable wireless devices in sports and healthcare will grow to 169.5 million devices in 2017, up from 20.77 million in 2011, a CAGR of 41%.\n","10":"Survey Demographics \nSurvey completed by 601 Companies (301 Mature Countries, 300 Growth Countries) \nSupported by IBM’s research partner, Oxford Economics\nDistributed and administered online\nGeographic representation from 29 countries with a rough equivalence between industrialized and developing economies\nMinimum of 50 respondents from 8 strategic industries: Banking, Insurance, Retail, Travel and Transportation, Telecom, Government, Healthcare, Automotive\nInterview Demographics \nIn depth interviews with 30 mobile strategy leaders and/or executives across multiple industries and geographies\nInterviews conducted between March and May 2013\nInterviews conducted by IBM and research partner, Oxford Economics\nCountries represented \nAustralia\nBelgium\nCanada\nDenmark\nFinland\nFrance\nGermany\nIceland\nItaly\nJapan\nNetherlands\nNew Zealand\nNorway\nSpain\nSweden\nUK\nUSA\nBrazil\nChina\nIndia\nMalaysia\nMexico\nNigeria\nRussia\nSaudi Arabia\nSingapore\nSouth Africa\nThailand\nUAE\n"}

A strategic guide to becoming a mobile enterprise A strategic guide to becoming a mobile enterprise Presentation Transcript

  • A strategic guide to becoming a mobile enterprise © 2013 IBM Corporation
  • Mobile in context 2 #ibmmobile © 2013 IBM Corporation
  • Mobile Adoption Continues to Explode 41% CAGR Wearable Wireless Devices 1 Trillion Connected Devices 5.6 Billion Personal Devices Sold 2013 3 2014 #ibmmobile 2015 © 2013 IBM Corporation
  • Mobile Is Changing Interactions Across Industries 1/3 of citizens access federal government website by logging in from phones or tablets 4 25% of all online search for travel comes from a mobile device #ibmmobile Mobile banking transactions grew at 138% CAGR from 0.3B in 2008 to 9.4B in 2012 © 2013 IBM Corporation
  • And Ultimately Changing How Individuals Are Getting Things Done 47% use devices to read and write docs 5 62% use devices for work related email #ibmmobile 41% use devices to access work related apps © 2013 IBM Corporation
  • These Trends Bring Business and IT Challenges Business & IT Changes Clients operate in a “4 screen” world New process and business designs required for transformation opportunities Rapid and disruptive innovation shortening time to value requirements 6 #ibmmobile © 2013 IBM Corporation
  • These Trends Bring Business and IT Challenges Privacy & Security Protection of privacy and confidential information Policies for client-owned smartphones and tablets Visibility, security and management of mobile platform requirements 7 #ibmmobile © 2013 IBM Corporation
  • These Trends Bring Business and IT Challenges Integration Developing apps that integrate with information across the enterprise Infrastructure complexity from multiple device platforms Unique mobile requirements for employees/workers 8 #ibmmobile © 2013 IBM Corporation
  • Mobile: learning from the best 9 #ibmmobile © 2013 IBM Corporation
  • The Institute for Business Value and Oxford Economics Provides Insights into the Characteristics of Mobile Leaders Read the report: http://ibm.co/ibvmobile Survey Respondent by Industry Market Banking Travel and Transportation 58 54 Automotive Government Healthcare Insurance Telecom Retail Manufacturing Other 50 50 50 50 50 50 38 51 Mature Growth 50% 50% The study represents 601 mobile strategy experts 1 Research was conducted by IBV and Oxford Economics in 1Q13 10 #ibmmobile © 2013 IBM Corporation
  • A Mobile Strategy Leader is Defined as Being … DELIBERATE RESOURCEFUL COLLABORATIVE THOROUGH FINANCIALLY-SAVY Is aligned to areas where mobile can fundamentally change business processes and models to generate new revenue streams, lower costs or redefine the organization’s role in the value chain Has designed to leverage common technology tools, partnerships, platforms and development resources across business units Has an established governance structure for mobile initiatives that involves all relevant stakeholders, including LoB, IT, HR and Marketing Takes into account both external as well as internal initiatives Ensures that business cases take into consideration both direct costs as well as benefits that accrue in areas not directly bearing the cost of the initiative Source: Institute for Business Value, Mobile Enterprise Study 11 #ibmmobile © 2013 IBM Corporation
  • Backed by these findings we have identified a four part strategic approach to helping mobile enterprises put their businesses in motion 12 #ibmmobile © 2013 IBM Corporation
  • Those indicating that they excel at integrating existing systems with mobile 63% Mobile Strategy Leaders vs 34% All Others Users do not forgive you for having something that works on the website but doesn’t work on the iPhone app. Chief Architect, Travel services company 13 #ibmmobile © 2013 IBM Corporation
  • Rohde & Schwarz cuts mobile development costs by 60 percent Solution Using the IBM Worklight mobile platform, the organization can develop and deploy hybrid HTML5 applications to deliver content across multiple mobile platforms. Challenges Rohde & Schwarz wanted to create a mobile enterprise infrastructure that would help it support multiple devices and create applications for customers, partners and employees 14 Benefits Reduces multiplatform development costs by 60 percent when developing for five platforms #ibmmobile © 2013 IBM Corporation
  • Those indicating that they are effective at addressing mobile data security issues 90% Mobile Strategy Leaders vs 55% All Others Our main challenges are data, security, privacy, and intellectual property risk. As vehicles collect more and more data, we will be challenged with determining the owner of the data and what is personal versus private. Director Strategy and Planning, Global IT, Automotive 15 #ibmmobile © 2013 IBM Corporation
  • Kochi Medical School Hospital improves care quality while cutting costs Solution IBM helped the hospital to restructure its architecture to take advantage of Apple iPod touch devices, offering a more intuitive user interface, lower maintenance costs and a broader range of applications. Challenges The hospital wanted to update its mobile environment to improve care quality, medical staff productivity and operating cost reduction. 16 Benefits Lower per-device expense helps reduce maintenance costs and equip a larger pool of employees. Cloud based architecture maintains a security-rich environment for medical information which extends to, but is not stored on, mobile devices. #ibmmobile © 2013 IBM Corporation
  • Those indicating that they are effective at taking action based on mobile data 73% Mobile Strategy Leaders vs 36% All Others Make sure the voice of the customer is heard by the engineer Senior Advisor, Consumer Electronics company 17 #ibmmobile © 2013 IBM Corporation
  • NS Shopping transforms customer experience with mobile and analytics technologies Solution IBM's MobileFirst Platform enables NS Shopping to uncover data insights about individual consumer preferences while developing mobile applications to deliver a consistent, connected customer experience across multiple devices. Challenges NS Shopping currently sells its merchandise via television, catalogues and online, missing out on significant opportunity from a broadening set of sales channels where consumers are actively connecting with retailers. 18 Benefits NS Shopping developers are able to expedite the application development lifecycle and quickly deliver valuable mobile services to customers, thus improving customer satisfaction. #ibmmobile © Source - IBM Press Release, July 22, 2013 link. 2013 IBM Corporation
  • Those indicating that mobile is fundamentally changing the way their organization does business 81% Mobile Strategy Leaders vs 39% All Others If we don’t invest in mobile, over time we will reduce our ability to acquire new customers and make acquisitions; our customer metrics will decline. Head of Group Digital Deployment, Banking 19 #ibmmobile © 2013 IBM Corporation
  • Ford Motor Co. provides its customers with safer, simpler way to connect with in-vehicle technologies Challenges Increasingly sophisticated mobile technologies continues to raise the bar on drivers’ expectations for their vehicles and their driving experience. Ford needed to provide its customers with safer, simpler ways to connect with in-vehicle technologies and their digital lives. 20 Solution Ford implemented IBM WebSphere software, which helps enable the company to build, manage the mobility functions that enhances the mobile experience for the customers and increase the service predictability Benefits Ford improved tracking of maintenance issues and vehicle owner behaviors and increased customer satisfaction by enabling vehicles to self-diagnose and report incipient maintenance issues #ibmmobile © 2013 IBM Corporation
  • BYOD: transforming the workplace 21 #ibmmobile © 2013 IBM Corporation
  • BYOD challenges 22 #ibmmobile © 2013 IBM Corporation
  • The four corners of a successful BYOD program 23 #ibmmobile © 2013 IBM Corporation
  • BYOD @IBM 435,000 employees (+ contractors) 50% of employees are “mobile” 600,000 managed laptops/desktops (5% personally owned) 100,000 managed mobile devices (80% personally owned) BYOD = Bring Your Own Device ( IAPD = IBM Authorized Personal Device ) IBM has been supporting “BYOD” for many years Mobile and consumerization of IT is simply accelerating Key lesson : todays employees simply expect it …you can not stop it …if you don’t enable it, employees will self enable 24 #ibmmobile © 2013 IBM Corporation
  • So how to start?....... Answers = Personas Approach to Identifying 25 Identified Personas #ibmmobile © 2013 IBM Corporation
  • Employment Status: Equipment used: Full-time IBM IBM laptop, personal Android phone Country: Environment: China IBM, Client, Home, Public ISSUES Next. Analyze the personas (day in the life studies) No malware protection available for mobile devices; business web usage can spread malware to mobile device  MicroSD cards are not encrypted and can result in loss of IBM data  Using cloud storage services can result in loss of IBM data  Improperly configured mobile hotspot can allow unauthorized access to the device  Today (from user interviews) WiFi 8:00AM 9:00AM At Starbucks, use my At a client location, personal Android phoneaccess client data and to watch a YouTube applications over video and access my their WiFi network IBM e-mail and with my IBM laptop calendar 26 1:00 PM 4:00PM Transfer presentations from my laptop to the MicroSD card on my personal Android phone to review before client meeting I upload an all-hands call from Media Library to Dropbox, so I can listen to it from my Android phone during a flight #ibmmobile 3G 5:30PM In the parking lot, I set up my Droid as a Mobile Hotspot and connect my IBM laptop to the intranet to upload some documents 6:00PM My manager calls to ask me to join a Sametime chat to resolve an urgent client issue. I log into a public WiFi using my IBM Laptop for ST chat © 2013 IBM Corporation
  • Employment Status: Equipment used: Full-time IBM IBM laptop, personal Android phone Country: Environment: USA IBM, Client, Home, Public Today (from user interviews) SOLUTIO N Studies helped show security and capability Malware protection and TEM enforcement allow Android devices to gaps securely access IBM data and reduce malware threat Encrypted MicroSD cards provide secure storage for IBM and client data Tools such as My Mobile Hub provide secure solutions for cloud storage Education on proper configuration of devices helps users keep their devices secure Open access to key collaboration tools such as Sametime increase employees' productivity when traveling 8:00AM 9:00AM At Starbucks, use my At a client location, personal Android phoneaccess client data and to watch a YouTube applications over video and access my their WiFi network IBM e-mail and with my IBM laptop calendar 8:00 AM I use my hardened personal Android phone for IBM email and calendar 27 1:00 PM 4:00PM Transfer presentations from my laptop to the MicroSD card on my personal Android phone to review before client meeting 1:00 PM Transfer presentations from my laptop to the IBM encrypted container on the MicroSD card on the Android phone I upload an all-hands call from Media Library to Dropbox, so I can listen to it from my Android phone during a flight 4:00 PM I upload the allhands call file to My Mobile Hub and use my Android phone to listen during a #ibmmobile flight WiFi 3G 5:30PM In the parking lot, I set up my Droid as a Mobile Hotspot and connect my IBM laptop to the intranet to upload some documents 5:30 PM I configure my phone's hotspot based on IBM security guidelines and then connect my IBM Thinkpad to it 6:00PM My manager calls to ask me to join a Sametime chat to resolve an urgent client issue. I log into a public WiFi using my IBM Laptop for ST chat 6:00 PM My manager calls to ask me to join a ST chat. I log-in to ST using my Android device © 2013 IBM Corporation
  • Mobile security – more than just the device Over the Network and Enterprise At the Device For the Mobile App Manage device Secure Access Secure Application Set appropriate security policies • Register • Compliance • Wipe • Lock Properly identify mobile users and devices • Allow or deny access • Connectivity Utilize secure coding practices • Identify application vulnerabilities • Update applications Secure Data Monitor & Protect Integrate Securely Data separation • Leakage • Encryption Identify and stop mobile threats • Log network access, events, and anomalies Secure connectivity to enterprise applications and services Secure Connectivity Manage applications and enterprise app store Application Security Offline authentication • Application level controls Secure Connectivity from devices Enterprise Intranet Internet 28 Manage Applications #ibmmobile © 2013 IBM Corporation