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So You Established a Mobile Strategy….What’s Next?
 

So You Established a Mobile Strategy….What’s Next?

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Presented on April 17th for InnoTech Dallas.

Presented on April 17th for InnoTech Dallas.

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So You Established a Mobile Strategy….What’s Next? So You Established a Mobile Strategy….What’s Next? Presentation Transcript

  • So You Developed a Mobile Strategy…What’s Next? Trina Sauber and Mark Hampton, PepsiCo, Inc.
  • PepsiCo’s Billion $$ Global Brands 2
  • Why is Mobility important to PepsiCo? 60,000+ 5,000+ Sales Representatives Sales Managers And Merchandisers 500+ 50,000+ Finished Goods Over the road and Warehouses route vehiclesAnd a next generation of workers thatdemand a new way of working 3
  • PepsiCo’s Mobile EvolutionOur hardware and software evolution reflects the historical pace ofchange 1987 1990’s 2000 2007 2012+• First HH • Faster • PocketPC • Windows • Consumer Computer for • Windows mobile grade Salesman • More memory operating • + 3G/4G/LTE • 802.11 system• Products, • + App store Promotions • Ordering • Scanning • Better GUI • Bluetooth • Smarter Thermal Ordering Harvard Printing Case Study 4
  • Jaime MontemayorSenior VP / CIO of Frito-LayExecutive Sponsor of PepsiCo MobilityJaime shares his perspective on changing landscape introduced by theconsumerization of ITEnterprise Mobility Exchange November, 2012Case Study: Transforming Your Business through Mobile TechnologyJoin Jaime Montemayor, CIO, Frito Lay to gain a comprehensive understandingof PepsiCo’s latest mobile initiatives.You can download the complete video at the following link:http://www.enterprisemobilityexchange.com/Event.aspx?id=705684 5
  • 5 Year unprecedented Consumer Driven Innovation2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011+ Consumer IT 6
  • As part of our Strategy initiative we completed an assessment ofour industry and were somewhat surprised at the findings Area Key Findings CPG Industry While there is mobility activity and pilots in many CPG companies, the industry is lagging behind others (such as Financial and Services) in adoption of Enterprise mobility initiatives CPG Industry is primarily investing in Go To Market and Operations functions for mobility; BI and HR are witnessing opportunistic investments CPG companies are developing regional specific solutions to leverage mobility, though there are attempts to standardize platforms and technology architecture. CPG companies are leaning towards pre-packaged solutions to reduce effort and time to market. Other Industry Mobility pioneers in other industries are transforming business processes and have typically invested in CXO roles to drive adoption and penetration.The CPG industry must embrace the ‘consumerizationeffect’ and develop a vision and strategy to achieve thenext Generation of Sustainable Growth 7
  • We aligned the company on a Mobility Vision…. Enable ubiquitous Drive Access to Data Revenue growth and Insights and Productivity Ride the consumer wave for speed, Cloud based capability and cost agile apps ….which led to a strategy and 3 year plan 8
  • The business has adopted mobility much quickerthan the IT function has transformed to support itBased on PepsiCo’s current mobilitylandscape and business plan, we anticipateour mobility strategy and fundingmechanisms will be driven as follows:• Sales/Go to Market 70%• HR/Other 20%• Ops 10%It’s important to anchor your strategy on the mostimportant growth engine within your company to drivethe adoption and investment stream required for mobility. 9
  • STRATEGIC VISIONAchieve PepsiCo’s vision for global Enterprise Mobility by institutionalizing solution development, deployment andsupport services for the global mobility agenda, collaborating globally across PepsiCo Teams to identify and implementbest practices that deliver synergies and efficiencies in cost and process.KEY DRIVERS OF THE STRATEGY ROAD MAPDefine organization, governance and standards to transform IT 2013• Mature and Sustain executive sponsorship • Define/align on MEAP and Cross-platform Tools• Mature and Sustain global governance structure • Operationalize BYOD• Staff mCoE with additional business and BIS resources • Close Gaps in Network / Security• Agree on globally inclusive technology architecture and standards • Create and Implement a communication strategyCreate an agile, flexible, scalable delivery organization • Establish a mechanism for sharing mobile solutions• Develop globally inclusive platforms and device independent • Establish a vendor certification process solutions • Stabilize the governance models (GTM and EMRB)• Leverage Agile & Re-usable Architecture • Extend role of mCOE to include “Support” for MAM and MDM• Select cloud-based solutions • Define/operationalize key support services with partners• Choose buy rather than build• Use “App factory” for custom build applications 2014+• Partner with vendors for scalable solution delivery and support • Adopt Cloud Architecture (as reqd)• Foster culture of innovation for transformative mobile solutions • Extend role of mCoE to include “Solution Delivery”Facilitate mobile innovation for business processes • Extend role of mCoE to include “Innovation”• Build repository of global best practices • Identify charge back mechanisms as required for services• Experiment and pilot new technologies • Operationalize AppFactory model• Think ‘mobile’ in all new transformation initiativesBELIEFS and ASSUMPTIONS• CPG is investing in GTM and Operations functions for mobility, BI and HR are opportunistic investments• CPG companies are developing regional solutions, while globalizing standard technology architectures/platforms.• CPG companies are leaning towards pre-packaged solutions to reduce effort and time to market.• Pioneers in other industries are transforming business processes and have invested in CxO roles to drive adoption. 10
  • We identified 5 Core Actions to drive theStrategy forward 1. Establish a Mobility Center of Excellence We had a lot of ‘discovery‘ as we started to move 2. Define a Foundational Framework forward and ran into questions and challenges that made us take a step back and 3. Assess capability of the Organization rethink our approach along the way 4. Develop a Roadmap 5. Define a Mobile Policy 11
  • 1. To move quickly we established a Mobility Center of Excellence as … mCOE Mainstream Transformative Current way of Think Mobility in all thinking we do “The Go-To” group for “Anything & Everything Enterprise Mobility” 12
  • The mCoE can be virtual, but needs to have a ‘conductor’ to lead it End Users Mobility CoE MCOE 13
  • What services should the Mobility Center of Excellence provide?Mobile Application Management (MAM) Mobile Device Management (MDM) ArchitectureEnterprise app store and/or management Controls and alignment on OS/device Sets forth the architectural standards forof distribution to the public app stores. certifications and the management of the application development platformsDefines processes and approvals required corporate-owned assets. Identifies and and supported OS. Includes performance,from security, legal, architecture, testing, manages each device per the standards and access reqiuirements, use of 3rd partyetc., to ensure company is protected and policies as set forth. May or may not tools, etc. Key resource to applicationuser experience is positive. include BYOx mgt developers in constructs of their apps. mCoE ServicesGovernance Training/Education/Communication DevelopmentDefined levels and/or stages of review Enterprise-wide communication plan, Initially, BU-driven development isand approval. Representation from includes identification of specific technical common, utilizing 3rd party developers. Asvarious stakeholders, including business training and education to ‘skill up’ the companies mature, the need of an ‘apprepresentation. Creation of a review organization. Includes a dictionary of terms. factory’ model may be required. Vendorboard to meet monthly at a miminum, Creation of a ‘mobility expo’ and Mgt will be important to align onwith defined responsibilites of members. information site. standards and gain economies of scale. 14
  • 2. Define a Foundational Framework Business and IT Stewardship A framework gives the organization structure and Enterprise Capability Portfolio lays the foundation to define tactical plans to Enterprise Architecture close gaps and address needs for future capability Solution and Service Delivery Hardware Services Applications Strategic Partnerships Cloud Run 15
  • Business and IT Stewardship• Executive sponsors, business and IT• Working leadership team  Executive stewardship  Working functional councils• Strong business case to drive growth, productivity, agility and cost savings• Strong change management and communication 16
  • Enterprise Capability Portfolio• Mobility strategy by function and across the Enterprise  Business case  Capability assessment  Competitive benchmarking  Reference technical architectures and standards• Quick wins with high impact• End-to-end process views• Long-term capability road map 17
  • Enterprise Architecture• Mobile technical reference architecture• Global standards• Mobile architecture expertise 18
  • Solution and Service Delivery Hardware Services Applications Strategic Partnerships• Solution and services portfolio• Global operating / support model• Strategic partnerships in place• Advantaged cost/service model 19
  • Cloud Run• Global run architecture• Clear KPIs and performance monitoring• High availability and disaster recovery 20
  • 3. Assess and define the key operational and business capability needs to enable mobility One of the first challenges of the mCoE was to get everyone on the same page and to gain alignment across IT operational functions and our key business stakeholders  Business was losing patience with IT –Speed –Cost –Lack of focus –Saying ‘No’  IT functions were frustrated with our business partners –No lead time –Not willing to compromise on solution –Not willing to understand risk 21
  • A. Held a 2 day workshop to identify initial mobility needs and challenges1 Held Mobility Transformation Workshop Mobility Transformation Workshop 2 Goals of Cross-Functional Workshop Inputs/ToolsRepresentatives from the key IT impact areas attended a 2 day Objectives 1. Business User Cases /‘User stories’workshop to begin to define the transformation requirements 2. Technology Challenges • Clarify scope of mobility 3. ‘As Is’ responsibility matrix for mobilityrequired to move the mobility agenda forward • Get all teams on same page components • Understand desired outcomes 4. Workshop Panels to drive discussion • Define/clarify ownership Network Communications Enterprise • Level set on Technology impacted Security Outputs Engineering Lifecycle Mgt Architecture 1. Discussion Notes 2. Tactical initiatives to address Strategy Actions 3. Ownership WEB Infrastructure / 1. Define current state Virtualization Email Hosting Engineering 2. Understand ‘user stories’ and technology challenges Desired Outcomes 3. Define ‘strategic’ needs and next • Mobility Strategy Initiatives / Roadmap Utilized a Mobility Transformation to facilitate the workshop. steps to define Mobility Roadmap • Investments Needed Framework has relevant content to drive clarity around scope, 4. Prepare documentation for Enterprise • Balanced solution: Risk, Capability, Cost business needs, technical challenges, etc. Mobility Review Board (EMRB) address BYOL specifics, but understand 23 Enabling Mobility 4 Information Required for Next Steps Focus on Top 5 and Quick Wins to provide content and quantify needs Identified Initiatives required to address Mobility to deliver strategy Strategy (30 individual items) Description of impact or need Identified Top 5 and Quick Wins Owners assigned to Priority complete template to Defined timeline for review/alignment with Executive Resources define needs to make Leadership Tools this work a priority Identified common template to capture specifics of Other each initiatives and requirements to deliver To support strategy development, teams will define needs to complete a Identified resource and investment requirements draft of the initiatives by the end of July The strategy document will be aligned with BIS and Business leadership and then costing / roadmap completed for Balance-of-Year and annual 3 operating plan investments 4 22
  • B. Structured the needs and challenges along a transformational framework IT Transformational Framework for Mobility Protection Device OS Data Applications Connectivity Infrastructure and Mgt- ‘Consumer - Lack of tablet - Security defined - Strategy for - Mobile application - Long range - Upgrade Matrix’ by and at the data moving and development business plan to infrastructure for capability Smartphone classification level protecting data platforms and drive requirements mobility Control standards- Device - Network - Data storage - Investment in - Virtualization of agnostic - Develop connectivity and - Mobile network Legacy apps solutions as security in - Apply Security Development architecture to- Policy by Role O/S agnostic harmony and Policy at decision matrix ensure safe and - Software Licensing or Program Data secure access to for mobile type classification - New skills PepsiCo level required for UI- Device Scope guidelines and standards IT Stakeholders Business Users 23
  • C. Outcomes defined the key initiatives to address Operational Readiness Business Acceleration Enable the use of mobile devices and applications Increase the capability for the business and/or it’s ensuring PepsiCo is secure and resources are employees to drive growth, productivity, and/or utilized appropriately increase the utilization of PepsiCo’s assets • Connect the devices • Employee productivity • Secure PepsiCo • Ease of Use • Define Mobility Services Mgt • Business Growth Model  Mobile Connectivity  Office Suite and File Sharing capability  BYOD Policy  Mobile Printing capability  Device Identification / Classification  Communication, Collaboration  Mobile Device Mgt / Mobile Application Mgt  Application Identification / Development  Communications Lifecycle Management  Legacy Virtualization  Security / Data Classification  Messaging  Mobility Services Mgt Model 24
  • 4. Defining a 2 – 3 Year Road Map Lay out a tactical plan based on gaps and opportunities and services to build out • Must be flexible to change based on new learnings / company direction, etc. • Include time to involve stakeholders and work through processes / approvals • Must include time to re-evaluate and change direction • Define Quick Hits to deliver benefits to Business • Start small (regional rollouts) and expand to global • Must be based on resources capacity, both dedicated and virtual members • Include feedback process to assess progress and/or problem areas to refine In parallel, create an Innovation-focused team • Define POC’s • Research Engine to identify new tools and solutions to evaluate • Quick ‘time-to-market’ to prove out tool or solution 25
  • 5. Define a mobile policy One of the most important but challenging aspects of mobility is defining a mobile policy that encompasses both corporate-liable and BYOD considerations User Key Considerations Segmentation HR / Legal Role Based  Start early Methodology Concerns Mobile  Start with a draft  Use ‘workshop’ method Policy  Review every 6 months  Talk to other companies OS/Device Technology Capabilities Capabilities 26
  • Putting the pieces of your Strategy together 6 Basic Actions to help guide you along the way Develop a Strategy that can fit on One-Page Strategy Be Concise and focused on key planks for growth and innovation Gain Alignment across Stakeholders Alignment Be sure all areas are working toward the same goals …saying YES to Mobile Define a ‘Top 10’ Hit List Planning Don’t take on too many initiatives in order to deliver initial success and gain support Don’t Give Up Execution Progress will be slow and not replace any existing operations, so stay the course Be open to identify mistakes and/or change direction Evaluate Take checkpoints often and get others input Innovate Stay Open to New Ideas of Process and Strategy Explore new ideas and incorporate into strategy periodically 27
  • Completing the last piece of the puzzle will takepatience and time, but we are excited to be part ofthe journey and be part of PepsiCo’s Mobility Future Thank You 28