Increasing effectiveness, efficiency & mobility of field employees with wireless applications


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The development of mobile wireless devices provide great potential to support work processes of field employees and has an enormous impact on the development of other strategic applications for businesses. This presentation will investigate how both the mobile worker and stationary offices can benefit from using wireless applications to increase effectiveness and efficiency of the overall organization. Simultaneously contemporary conceptual frameworks will be presented

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Increasing effectiveness, efficiency & mobility of field employees with wireless applications

  2. 2. 1. INTRODUCTION The development of mobile wireless devices provide great potential to support work processes of field employees and has an enormous impact on the development of other strategic applications for businesses. This presentation will investigate how both the mobile worker and stationary offices can benefit from using wireless applications to increase effectiveness and efficiency of the overall organization. Simultaneously contemporary conceptual frameworks will be presented.
  3. 3. 2. THE MOBILE ENVIRONMENT Mobile applications have a huge impact on organization. According to a 2010 survey by Forrester Research, 75 percent of companies state that the worker productivity has increased by the deployment of mobile applications. This significant percentage comes from increased responsiveness and speed of decision-making, faster customer responses, resolving internal IT issues, and finally improving customer satisfaction. By extending the business data and applications to mobile devices, the value of the organization assets increase through realtime access, always on and always connected, fewer delays and faster execution [Sybase 2011: 28]
  4. 4. 3. VERTICAL VS. HORIZONTAL APPLICATIONS Vertical applications could be designed for Customer Relationship Management, as they include both employee and customer needs. Employees want real-time access to customer data, and customers demand responsiveness and high quality support. The horizontal applications focus on business processes and often decrease administration costs. However, this requires application frameworks that connect with systems such as procurement management, expense management, and human resources.
  5. 5. BlackBerry PlayBook 28% webOS tablet 16% webOS Phone (pre) 13% 4. CURRENT TRENDS IN ENTERPRISE APPS Symbian 12% Kindle MeeGo 9% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Mobile Ecosystem Interest - Jan 2011 Mobile Ecosystem Interest - Nov 2011 Base: 1,971 responses Base: 1,798 responses Very Interested In Developing For Each Platform Very Interested In Developing For Each Platform iPhone (iOS) 92% iPhone (iOS) Android Phone 87% iPad (iOS) iPad (iOS) 87% 91% Android Phone Android tablet MeeGo webOS Phone 9% MeeGo 6% 0% 10% 9% Symbian 12% Kindle 13% HP TouchPad 13% Symbian 21% BlackBerry PlayBook 16% webOS Phone (pre) 38% BlackBerry Phone 28% webOS tablet 66% Windows Phone 7 36% BlackBerry PlayBook 68% HTML5 Mobile Web 38% Windows Phone 7 83% Android Tablet 74% BlackBerry Phone 88% 20% 30% 40% 50% 60% 70% 80% 90% 100% 7% 6% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Source: Mobile Ecosystem - Source: Appcelerator / IDC – 11/2011 Mobile Ecosystem Interest - Nov 2011 The iOS and Android platforms are by far the most interesting for companies. As this corresponds to the current smartphone sales to end Very Interested In Developing For Each Platform users, where iOS (18%) and Android (43%) have a combined market share of 61% . The main reason for the popularity of Android is the Base: 1,798 responses iPhone (iOS) iPad (iOS) Android Phone Android Tablet HTML5 Mobile Web 91% vast supply of devices that use them as an operating system. There are nearly 47 million devices running 8 different Android operating 88% systems and therein lies a problem. The Android versions installed on the phones differ significantly from device to device. This makes it 83% difficult to deploy applications to all devices without code, making it an expensive operation. Google’s “continuous beta” philosophy falls 68% short when compared with Apple and iOS, which is more secure, stable, and manageable. Also, it is notable that Windows Phone 7 is on 66% Windows Phone 7 the rise. Many industry experts agree that interoperability and connectivity with the existing Windows platform, is a huge advantage for 38% BlackBerry Phone 21% both individual end users and organizations, thus explaining the growth rate of the platform BlackBerry PlayBook 13%
  6. 6. 5. KEY BENEFITS OF MOBILE APPLICATIONS In Q3 of 2011, Good technologies reported What Benefit Has Your Firm Experienced as a Result of Deploying Mobile Applications? that iPads accounted for over 28% of device Base: 2,247 network and telecom decision-makers activations in the enterprise – and predic- Increased worker productivity tions for 2012 mirror this trend. According Increased employee responsiveness and decision-making speed Resolved customer issues faster 48% to Gartner, there will be sold around 63,6 Resolved internal IT issues faster 48% million tablets sold on global tablet mar- Reduced sales cycle time 16% Reduced personnel costs 16% ket, and they predict that this number will increase to 326,3 million devices in 2015. Apples market share for 2011 is expected to land around 73,4% and decrease to 50% in 2014 75% 65% Improved customer satisfaction 42% Reduced fuel, gas or fleet maintenance costs Competitive differentiation 14% Increased sales revenues 14% 15% Improved brand perception Reduced inventory costs 10% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80 Source: Forrester, Enterprise and SMB Networks and Telecommunications Survey, North America and Europe, Q1 2010
  7. 7. 5. KEY BENEFITS OF MOBILE APPLICATIONS By utilizing mobile applications, the enterprise can: 1. Maximize the value of existing investments by extending business software to mobile users 2. Increase productivity by empowering employees to work where, when, and how they want 3. Minimize risk with a secure mobile technology architecture 4. Improve customer satisfaction through higher availability and greater responsiveness
  8. 8. 6. ENTERPRISE MOBILITY MANAGEMENT » Enterprise mobility management (EMM) is the set of people, processes and technology focused on managing the increasing array of mobile devices, wireless networks, and related services to enable broad use of mobile computing in a business context « It is challenging to reconfigure, update, or install software on mobile devices without some kind of mobile management platform that can (1) Distribute software, (2) Distribute content and information, (3) Track assets, hardware, and software inventory, and (4) Backup or delete data
  9. 9. 7. MANAGED MOBILITY SAS SOFTWARE AS A SERVICE Managed mobility software as a service is more efficient, cost-effective, and potentially shortens the implementation cycle. Tools such as Mobile Enterprise Application Platforms (MEAPs) enable a unified platform for developing and managing applications within the organization. Thus helping relieve the administration workload by automating processes and centralizing device management [Sybase 2011: 30]
  10. 10. 8. RULE OF THREE Gartner has a “rule of three” that states that a MEAP offers significant advantages in three situations: • When there are 3 or more mobile applications • When there are 3 or more targeted operating systems or platforms • When they involve the integration of 3 or more back-end systems These three rules come in handy when an enterprise decides to develop enterprise applications. The most significant factor of MEAP is to avoid point to point connections, where devices are connected to a back-end system. Changes made in the back-end, increase the workload, as it requires knowledge of which devices that are connected to the system. Hence it becomes difficult to maintain and develop the system and total cost of development (TCD) increases
  11. 11. » By enabling mobile access to corporate information systems anytime, anywhere for a wide array of end users , businesses can typically experience a lower total cost of ownership (TCO) and higher return on investment (ROI). According to a 2010 study by the University of Texas at Austin, if a Fortune 1000 business increases the usability of its data by just 10 percent, it can realize a $2.01 billion annual revenue increase « Source: University of Texas, Austin 2010
  12. 12. 9. THE MOBILE ENTERPRISE MODEL The Mobile Enterprise Model (MEM), developed by Stuart J. Barnes , is a conceptual framework for understanding the development of enterprise mobility in organizations by looking at dimensions and stages of mobile enterprise. MARKET MARKET Mobile service creation Mobile service value Information Transformation PROCESS Mobile service value Mobile channel access Automation Mobile service creation Mobile channel access Automation Transient Information Mobile Remote MOBILITY Transformation PROCESS Transient Mobile Remote MOBILITY
  13. 13. Mobile channel access Automation 9. MOBILITY Information Transformation PROCESS Transient Mobile Remote MOBILITY The mobility dimension describes the geographical independence of enterprise workers, which is enabled by the mobile solution. Barnes uses three levels to determine the degree of mobility in an organization. The first level; transient, refers to the support of field workers when they move from one location to another. The second level; mobile refers to field workers having a prolonged geographical independence from the enterprise. Finally, the third and highest level; remote refers to field workers that are completely detached from the corporate head office, thus having a high degree of geographical independence
  14. 14. Mobile channel access 9. PROCESS Automation Information Transformation PROCESS Transient Mobile Remote MOBILITY The process dimension describes the change in work configuration and processes. The first level; automation refers to the efficiency gains from mobile data that is transferred to existing processes. The second level information, determines the degree of effectiveness and knowledge gained from mobile solutions. Lastly, transformation, refers to changes in organization processes inflicted by the mobile solution, which may change work and job roles in the organization
  15. 15. MARKET 9. MARKET Mobile service creation Mobile service value Mobile channel access The market dimension describes the value proposition in the market and refers to changes in products, services, and relationships with customers. The first level; mobile channel acPROCESS MOBILITY cess, refers to mobile access to corporate information such as email, calendar, and common services. The second level; mobile service value, determines the value that mobile solutions bring to the value proposition, which is enhanced by enterprise mobility. The final and third level; mobile service creation, refers to mobile solutions that create completely new service ofAutomation Information Transformation Transient Mobile Remote ferings and value propositions to the market
  16. 16. 9. PHASES Phase 1: Mobile employee linkage, underlines entry-level enterprise offerings that focus on establishing the appropriate wireless infrastructure for employees. This allows the employee to connect to corporate data and support. Phase 2: Mobile employee management; This phase focuses on empowering the work patterns of the employees by making corporate knowledge available on the mobile device. The phase increases the possibility of effectiveness of the field workers and assists them in obtaining a high degree of efficiency. Phase 3: Mobile enterprise creation, describes field workers being geographically separated from the enterprise. Work processes are completely supported by mobile devices and the enterprise offers new products and services to employees.
  17. 17. 10. CONCEPTUAL FRAMEWORK When Barnes developed the framework there was a lack of literature, surveys, and scientific proof about enterprise mobility. He states that the framework » gives some early directions for examining the conceptual idea of enterprise mobility, but not a fully formed theoretical offering «. In this respect a more recent conceptual framework from 2007 by Wuping Zheng and Yufei Yuan can provide guidelines for the development of effective mobile work support systems to compliment the Mobility Enterprise Model.
  18. 18. 10. CONCEPTUAL FRAMEWORK Mobile task Accomplish Utilize Mobile technologies Mobile work support Mobile context Within Used by Mobile workers The concept of mobile work refers to mobile workers performing mobile tasks in a mobile context by means of mobile technological support. The framework consists of four aspects: mobile workers, mobile tasks, mobile context and mobile technology that address the questions of Who, What, Where, When and How, respectively [W. Zheng and Y. Yuan2007:110]
  19. 19. 10. CONCEPTUAL FRAMEWORK Table  1  Dimensions  of  the  mobile  work  framework   Dimension   1.  Worker  (Who)   2.  Task  (What)   3.  Context  (Where  and   When)   4.  Technology  (How)     Questions  to  address   Characteristics   workers  perform   dependency,  multitask   Who  are  the  mobile   workers?   What  tasks  the  mobile   What  environment  in   which  the  tasks  are   performed  by  mobile   workers   What  information   technologies  are   available  to  support   mobile  work?   Source: W. Zheng and Y. Yuan, 2007 Mobility  and  job  category   Location/Time   handling   Workplace  and  temporal   structure   Mobile  devices,  mobile   communication   infrastructure  and   applications  
  20. 20. 11. CONCLUSION » Often, the mobile solution does not fit the long-term business or IT goals and the focus of the solution is often too narrow. This is because in the past mobility has been tactically geared around a specific task, problem or process and essentially deployed in a silo within the company « Source: Nicholas McQuire, research director for the EMEA Enterprise Mobility, IDC » Businesses should evaluate tablet applications based on functionality and business process integration, user factors, system integration, management and security, application architecture and vendor viability « Source: David Willis, Vice president for Gartner