© 2014 IBM Corporation
MES1466: #EPICFAIL - The
Biggest Mistakes with Mobile
Initiatives and How to Avoid
Them
@ChrisPepin...
Please note
IBM’s statements regarding its plans, directions, and intent are subject to change
or withdrawal without notic...
Agenda
Mobile growth and use cases
Mobile challenges
Biggest mobile mistakes
Best practices of mobile leaders
Mobile adoption continues to explode
5.6
Billion
Personal
Devices Sold
1Trillion
Connected
Devices
41% CAGR
Wearable
Wirel...
Mobile banking
transactions grew at
138% CAGR
from 0.3B in 2008
to 9.4B in 2012
25% of all
online search for
travel comes ...
62% use
devices for work
related email
47% use
devices to read
and write docs
41% use
devices to access
work related apps
...
 Developing apps that integrate with information across the enterprise
 Infrastructure complexity from multiple device p...
Top 10 biggest mistakes with mobile initiatives
8
Mistake #1: Not addressing mobile security from the
outset
In the rush to deploy, projects
have been halted because they...
9
Mistake #2: Limiting employee mobile access to
email, contacts & calendar
Most enterprise deployments start
with mobile ...
10
Mistake #3: Limiting mobile to smartphones and
tablets
Smartphones and tablets are
what most people think of as
mobile
...
11
Mistake #4: Not partnering with a trusted advisor on
mobile initiatives
Mobile strategy and deployment can be
challengi...
12
Mistake #5: Singular focus on mobile technology
While technology plays a key
role in mobile solutions, it’s not
the ONL...
13
Mistake #6: Neglecting the network
Mobile devices are dependent on the
network including wi-fi, cellular and
satellite
...
14
Mistake #7: Failure to embrace “Bring Your Own
Device”
Bring Your Own Device, or BYOD is here
to stay
There are signifi...
15
Mistake #8: Not integrating mobile with cloud, social
and big data
Mobile, social, information and
cloud are disruptive...
16
Mistake #9: Rushing mobile apps to market and not
making continuous improvements
Eager to have a presence in the
public...
17
Mistake #10: No mobile strategy
Companies risk losing not only
customers, employees, and partners,
but also revenue opp...
Best Practices of Mobile Leaders
Characteristics of mobile leaders
Research was conducted by IBV and Oxford Economics in 1Q13
• Leaders build apps that unl...
Mobile strategy is
aligned with the
overall business
strategy
Organization has clear
funding mechanism
for mobile initiati...
21
Summary: How Mobile Leaders are Avoiding Mistakes
Mistake Mobile Leaders Response
Security Tackling the problem head on...
Questions?
We Value Your Feedback
Don’t forget to submit your Impact session and speaker
feedback! Your feedback is very important to...
Thank You
Legal Disclaimer
• © IBM Corporation 2014. All Rights Reserved.
• The information contained in this publication is provide...
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#EPICFAIL: The biggest mistakes with mobile initiatives and how to avoid them

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#EPICFAIL: The biggest mistakes with mobile initiatives and how to avoid them

  1. 1. © 2014 IBM Corporation MES1466: #EPICFAIL - The Biggest Mistakes with Mobile Initiatives and How to Avoid Them @ChrisPepin IBM Mobile First Services Executive
  2. 2. Please note IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
  3. 3. Agenda Mobile growth and use cases Mobile challenges Biggest mobile mistakes Best practices of mobile leaders
  4. 4. Mobile adoption continues to explode 5.6 Billion Personal Devices Sold 1Trillion Connected Devices 41% CAGR Wearable Wireless Devices 2013 2014 2015
  5. 5. Mobile banking transactions grew at 138% CAGR from 0.3B in 2008 to 9.4B in 2012 25% of all online search for travel comes from a mobile device 1/3of citizens access federal government website by logging in from phones or tablets Mobile is changing interactions across industries
  6. 6. 62% use devices for work related email 47% use devices to read and write docs 41% use devices to access work related apps And ultimately changing how individuals are getting things done
  7. 7.  Developing apps that integrate with information across the enterprise  Infrastructure complexity from multiple device platforms  Mobile requirements for employees/workers  Comprehensive mobile strategy and availability of skilled resources  New process and business designs required for transformation opportunities  Rapid and disruptive innovation shortening time to value requirements  Protection of privacy and confidential information  Policies for client-owned smartphones and tablets  Visibility, security and management of mobile platform requirements Business & IT Changes Privacy & Security Integration Mobile trends bring challenges
  8. 8. Top 10 biggest mistakes with mobile initiatives
  9. 9. 8 Mistake #1: Not addressing mobile security from the outset In the rush to deploy, projects have been halted because they didn't have adequate security in place The large number and wide range of devices and platforms introduces security challenges End users are the weakest security link and building a culture of security is critical
  10. 10. 9 Mistake #2: Limiting employee mobile access to email, contacts & calendar Most enterprise deployments start with mobile email, contacts and calendar However, to get the most return on your investment, move beyond email Enterprises need to deploy enterprise application stores and a process to develop and deploy applications
  11. 11. 10 Mistake #3: Limiting mobile to smartphones and tablets Smartphones and tablets are what most people think of as mobile However, this narrow view excludes wearables, Machine to Machine (M2M) and the Internet of Things (IoT) which is the fastest growing segment
  12. 12. 11 Mistake #4: Not partnering with a trusted advisor on mobile initiatives Mobile strategy and deployment can be challenging A recent IBM survey found that 9 out of 10 enterprises didn't have the skills they needed to execute Leveraging a trusted, experienced advisor can result in faster, less expensive deployments with less rework
  13. 13. 12 Mistake #5: Singular focus on mobile technology While technology plays a key role in mobile solutions, it’s not the ONLY thing In many ways, technology is the EASY part Strategy, policy, governance and education all play a key role Strategy PolicyEducation Technology
  14. 14. 13 Mistake #6: Neglecting the network Mobile devices are dependent on the network including wi-fi, cellular and satellite Capacity demands continue to increase both in terms of the number of devices and bandwidth Managing telecom expenses is a key requirement
  15. 15. 14 Mistake #7: Failure to embrace “Bring Your Own Device” Bring Your Own Device, or BYOD is here to stay There are significant challenges but the costs of NOT embracing BYOD are even higher BYOD is more than just smartphones and tablets
  16. 16. 15 Mistake #8: Not integrating mobile with cloud, social and big data Mobile, social, information and cloud are disruptive technologies Together, they are transforming society and business Consider all four technologies as part of your overall strategy Source: Gartner
  17. 17. 16 Mistake #9: Rushing mobile apps to market and not making continuous improvements Eager to have a presence in the public app stores, enterprises often rush applications into the marketplace at great expense and without clear business objectives Over 80 percent of mobile apps are used once and then deleted
  18. 18. 17 Mistake #10: No mobile strategy Companies risk losing not only customers, employees, and partners, but also revenue opportunities to competitors Successful mobile efforts blend detailed understanding of the user experience with technology know-how Mobile strategy is more than just making existing processes more effective; it is also about identifying new innovations
  19. 19. Best Practices of Mobile Leaders
  20. 20. Characteristics of mobile leaders Research was conducted by IBV and Oxford Economics in 1Q13 • Leaders build apps that unlock core business knowledge for mobile uses: • They excel 2:1 at integrating existing systems with mobile and are more effective with app security than non-leaders (82% vs 51% of others). • Leaders secure and manage the mobile enterprise to optimize performance: • They are more than twice as likely to adopt BYOD programs, and excel at data security (90% leaders vs 55% others), and at ensuring network capacity (80% leaders vs 48% others). • Leaders use insights to engage their customers wherever they are: • They are twice as effective at taking action based on mobile data. • Leaders are using mobile to fundamentally transform the way they do business: • They are twice as likely to realize ROI from mobile initiatives. http://ibm.co/ibvmobile
  21. 21. Mobile strategy is aligned with the overall business strategy Organization has clear funding mechanism for mobile initiatives There is executive- level oversight for mobile initiatives Organization has a well-defined, enterprise-wise mobile strategy There is an established governance structure for mobile initiatives 50 49 47 45 44 Source: Institute for Business Value, Mobile Enterprise Study (Percent indicating agree or strongly agree) Mobile leaders agree on key imperatives
  22. 22. 21 Summary: How Mobile Leaders are Avoiding Mistakes Mistake Mobile Leaders Response Security Tackling the problem head on with a comprehensive policy for endpoints, application and network Email only Deploying an enterprise app store with a variety of third-party and in-house developed applications designed to make employees more productive Smartphones & tablets only Embracing wearables, machine to machine and the Internet of Things to open up new business models and improve operations Not partnering 86 percent of respondents indicated that an external provider can help them better address the skills gap and achieve their mobility goals as well as undertake additional mobile projects Technology focus Comprehensive approach to strategy, governance, policy education and technology Neglecting the network Expand the network to meet growing demands; optimize telecommunication costs and use savings to fund other mobile initiatives No support for BYOD Embrace BYOD – it’s here to stay Failure to embrace cloud, social and big data Comprehensive strategy leverages all four key enabling technologies Rushing apps to market Mobile application strategy and business case; continuous improvements and DEVOPS No mobile strategy Comprehensive mobile strategy across the company that addresses B2E, B2C and B2B
  23. 23. Questions?
  24. 24. We Value Your Feedback Don’t forget to submit your Impact session and speaker feedback! Your feedback is very important to us – we use it to continually improve the conference. Use the Conference Mobile App or the online Agenda Builder to quickly submit your survey • Navigate to “Surveys” to see a view of surveys for sessions you’ve attended 23
  25. 25. Thank You
  26. 26. Legal Disclaimer • © IBM Corporation 2014. All Rights Reserved. • The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. • References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. • If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. • If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete: All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. • Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. 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