According to the Yankee Group 38% of American workers are already part of the mobile workforce, and that number is going to grow exponentially. Creating strategies to enable the mobile workforce is critical to enabling productivity of the modern workforce. Organizations need systems, processes, and managers who can manage the growing mobile workforce effectively. The webinar will discuss important factors in creating a mobile strategy
After completing this presentation, attendees will leave with a thorough understanding of:
Aligning mobile strategy with organizational strategy
Key triggers that drive a mobile strategy
How to get started on developing your mobile strategy
Measuring and driving ROI from a mobile strategy
The paper outlines a practical “how-to” guidance to strategize and implement more effective mobile enterprise programs and details the robust capabilities that mobile enterprise partners can bring to the development and support of your corporate owned device or BYOD mobile enterprise programs.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
With recent dramatic changes in our global workforce, economy, and environment, the need for digital business transformation is now proven to be critical.
These slides—based on the webinar from leading IT research firm EMA and Redwood Software—explain why you should prioritize digital transformation in your organization and support those efforts with workload automation.
Beginners guide digital transformation zaitoon digital agencyZaitoonagency
Digital Transformation has resulted in fundamental changes in how a business operates and the value they deliver to their customers.
Download the ebook to get the insights of technology trends for Digital Transformation.
The paper outlines a practical “how-to” guidance to strategize and implement more effective mobile enterprise programs and details the robust capabilities that mobile enterprise partners can bring to the development and support of your corporate owned device or BYOD mobile enterprise programs.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
With recent dramatic changes in our global workforce, economy, and environment, the need for digital business transformation is now proven to be critical.
These slides—based on the webinar from leading IT research firm EMA and Redwood Software—explain why you should prioritize digital transformation in your organization and support those efforts with workload automation.
Beginners guide digital transformation zaitoon digital agencyZaitoonagency
Digital Transformation has resulted in fundamental changes in how a business operates and the value they deliver to their customers.
Download the ebook to get the insights of technology trends for Digital Transformation.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
IT Career Development - An Introduction into the IndustryLawal Adekunle
It is designed to help individuals with the knowledge and information they need in order to choose the perfect IT career. It also gives a clear insight into the industry
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Cloud Computing Technology: A Mechanism for Achieving Sustainable IT GoalsBooz Allen Hamilton
Booz Allen Hamilton, has long recognized the significant impact Cloud Computing will have on organizations providing services and products to costumers. This article focuses on Booz Allen's approach to using Computing as a mechanism for achieving sustainable IT goals.
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Learn more - http://gt-us.co/1NJKpfZ
Digital transformation isn’t a trend owned by a
particular role, nor a discipline that belongs to
one department alone. One finding revealed that while the
word “digital” is part of “digital transformation,” the
essence of digital transformation comes down to
people and how their digital behaviours differ from that
of the traditional customers before them.
Why and How Companies Are Investing in New Business Models to Lead Digital Customer Experiences, we set out to determine how digital transformation unified disparate digital efforts under a common vision.
Performance Support for Software Rollouts & Upgrades - The Business ProblemEpsilon Software
This slideshare is usually presented during our webinar and product demonstration sessions, and reflects our understanding of the business problem when it comes to information overload, end user adoption, business process guidance and performance support.
2012 Survey of Higher Education CRM Deployment PracticesJohn Copeland
How are colleges and universities using CRM software? A 2012 research study investigates deployment efforts and uncovers best practices for higher education enrollment management and marketing.
NEC's Top 10 Strategic Smart Enterprise Drivers 2022InteractiveNEC
Digital Transformation is recreating business models, changing the way customers and employees function and
altering whole industries. Social and business values surge when people, devices, and resources are connected.
With the COVID-19 pandemic a further catalyst, organizations worldwide are embracing digital transformation
to manage rapid organization-wide changes in support of business continuity, remote working, and dynamic
service delivery.
The mobile technology has completely transformed business work processes worldwide and the key to mobile success for any organization is building a strategic mobile practice that allocates user requirements, business goals, and growing mobile technology.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
IT Career Development - An Introduction into the IndustryLawal Adekunle
It is designed to help individuals with the knowledge and information they need in order to choose the perfect IT career. It also gives a clear insight into the industry
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Cloud Computing Technology: A Mechanism for Achieving Sustainable IT GoalsBooz Allen Hamilton
Booz Allen Hamilton, has long recognized the significant impact Cloud Computing will have on organizations providing services and products to costumers. This article focuses on Booz Allen's approach to using Computing as a mechanism for achieving sustainable IT goals.
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
Learn more - http://gt-us.co/1NJKpfZ
Digital transformation isn’t a trend owned by a
particular role, nor a discipline that belongs to
one department alone. One finding revealed that while the
word “digital” is part of “digital transformation,” the
essence of digital transformation comes down to
people and how their digital behaviours differ from that
of the traditional customers before them.
Why and How Companies Are Investing in New Business Models to Lead Digital Customer Experiences, we set out to determine how digital transformation unified disparate digital efforts under a common vision.
Performance Support for Software Rollouts & Upgrades - The Business ProblemEpsilon Software
This slideshare is usually presented during our webinar and product demonstration sessions, and reflects our understanding of the business problem when it comes to information overload, end user adoption, business process guidance and performance support.
2012 Survey of Higher Education CRM Deployment PracticesJohn Copeland
How are colleges and universities using CRM software? A 2012 research study investigates deployment efforts and uncovers best practices for higher education enrollment management and marketing.
NEC's Top 10 Strategic Smart Enterprise Drivers 2022InteractiveNEC
Digital Transformation is recreating business models, changing the way customers and employees function and
altering whole industries. Social and business values surge when people, devices, and resources are connected.
With the COVID-19 pandemic a further catalyst, organizations worldwide are embracing digital transformation
to manage rapid organization-wide changes in support of business continuity, remote working, and dynamic
service delivery.
The mobile technology has completely transformed business work processes worldwide and the key to mobile success for any organization is building a strategic mobile practice that allocates user requirements, business goals, and growing mobile technology.
Gone are the days when it was enough to build solutions that handled one specific problem. Organizations must work from a new, contemporary baseline to build out their mobile strategy.
An appropriate Enterprise Mobility Strategy is one that is holistic in nature, meaning that it includes the business and technology as well as governance aspects of mobility.
We lay out a comprehensive set of criteria so that you can establish and manage a complete mobile strategy.
Enabling your Enterprise Mobility to tap New Growth OpportunitiesNIIT Technologies
Enterprise Mobility is a powerful tool that promises to bridge the gap between business and IT and truly make IT a business enabler by providing the capability to tap new opportunitie
Mobile Strategy for Non-Profits and AssociationsEnola Labs
Organizations recognizing this shift are aggressively transforming their business operations to reflect a more mobile centered approach. Associations are focusing on mature mobile plans with carefully orchestrated mobile strategies that align member needs, business goals and new industry opportunities.
Whether associations are looking to better identify, retain and serve members, organize member interactions, simplify event planning, increase revenues, or completely transform their business operations, mobile is the answer that provides the most engaging user experience and unquestionably best reflects the current technological shift.
Learn how to navigate the complexities of a global SuccessFactors rollout. Get tips for utilizing a multi-step approach for your global rollout to ensure your unique organizational goals have been met, and explore:
- Methods to execute a transition strategy that focuses on meeting the organization's most relevant goals
- How a Strategic Advisory Board can help ensure long-term cross organizational consistency and support, by not only guiding your vision, but also monitoring and managing it
- How to create a governance structure for long-term success
- Tips to leverage product pilots to evaluate technical functionality and the user experience
Enterprise Mobility - Strong Mobile Strategy (7 steps to get you started)TkXel
For 2016 and years to come, a mobile strategy is no longer a nice-to-have option. It is poised to transform businesses and move industries. A mobile strategy done right can drive the company’s growth, increase revenue, reduce costs and improve workforce mobility.
The era of the Mobile Enterprise is here to stay. Mobile penetration is unprecedented: subscribers are growing four times faster than the world’s population. To remain successful, CIOs must continuously investigate, prioritize, fund, adopt, and integrate multiple new technologies to support vital organizational objectives.
Mobile Business Intelligence and the Trends Enveloping the IT WorldSoftweb Solutions
The internal and external factors that are driving mobile Business Intelligence in different organizations are being discussed in detail in this paper. Also, it talks about Implementation of successful BI solution and its main benefits.
DMI has helped several U.S. Federal Government agencies develop strategies, cost justifications and deployment plans for secure enterprise mobility solutions.
In January 2015, HP commissioned Forrester Consulting to conduct a custom study of 271 IT and business decision-makers from companies with more than 500 employees. The study explored the business priorities, technology initiatives, and mobility maturity in support of field service workers.
Flexible and Secure Workspaces for the Modern EnterpriseRES
Join webinar guest ESG analyst and industry expert Mark Bowker as he talks through top challenges faced by IT in enabling today’s workforce and the steps that your organization can take to begin delivering more secure and flexible workspaces to workers.
Watch the full webinar at www.ressoftware.com/voice
Organizations are driving speed and value by accessing a
“single voice” to coordinate enterprise mobility initiatives.
A white paper analysis from HTCpro™
Agile IT: Modern Architecture for Rapid Mobile App DevelopmentAnyPresence
Chris Marsh, Principal Analyst at 451 Research and Rich Mendis, Chief Product and Marketing Officer at AnyPresence, share current trends and best practices to build a progressive mobile architecture and enable your business to compete in today’s mobile world.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
4. When we refer to mobilizing the workforce, we’re not just
referring to mobile devices and the ability to enable
remote and flexible working that frees employees from their
fixed office and desk environments. We are referring to the
enablement of a fundamental shift in how organizations
operate whereby everyone is part of the mobile workforce.
The Mobile Workforce
5. 38% of American workers
are already part of the mobile workforce, and
that number is going to grow exponentially
The Mobile Workforce
6. The number of tablets used for work
is expected to triple to
905 million by 2017
The Mobile Workforce
7. In Q3 2013 , more than
91% of IT managers
reported supporting or developing
enterprise mobile applications
The Mobile Workforce
8. 3 of 5
employees say they
don’t need to be in the
office anymore to be
productive
According to a Cisco study on the
international workplace, the mobile
workforce is now business-as-usual
for organizations around the world
Increasingly, work is something
people do rather than a
place people go.
of employees globally
now rely on more than
one mobile device
during a typical
workday.
Mobile in the Workforce
32%
The Mobile Workforce
9. Which of the following types of mobile applications were
deployed by your organization?
Mobile Apps Already Deployed
58 %
Industry
Specific
Unique to
your industry
process
52%
Line of
Business
Finance, HR
CRM, Field
Service
51%
Productivity
Approvals,
time and
expense
46%
Analytics
Dashboards/
KPIs
40%
Business to
consumer
Loyalty
management,
social media
The Mobile Workforce
10. Businesses that choose to incorporate mobile apps into their operations
aim to accomplish several goals. A recent survey revealed three main
metrics business decision makers would use to determine if mobile apps
are successful in the workplace.
What’s driving mobile investment?
42%
INCREASED
PRODUCTIVITY
39%
REDUCED
PAPERWORK
37%
INCREASED
REVENUE
Identified Business Goals For Using Mobile Apps
The Mobile Workforce
11. How important are the following trends as drivers of investments in
mobile technology and services at your organization?
54 %
Workforce
need to
access
critical
business
information
51%
Workforce
becoming
increasingly
virtual and
mobile
49%
Employees
and/or
customers
increasingly
demand
real-time
information
What’s driving mobile investment?
The Mobile Workforce
13. Mobile devices mean anytime, anywhere workers
• Improve Efficiency
• Greater Productivity
• Employee Collaboration
• Client/Customer Satisfaction
• Employee Satisfaction
• Next Generation Expectations
The Mobile Workforce
14. “Work, is no longer a place you go to. Rather, the
workplace is defined by the tools you use, wherever
you are.”
- Matt Kaplan, Vice President of Products at LogMeIn
The Mobile Workforce
17. • Device Security
• Control – BYOD Policies
– Specify what devices are permitted
– Define a strict security policy
– Define a clear service policy
– Make it clear who owns what information
– Define what content will be allowed and banned
– Integrate BYOD Plan with acceptable Use policy
– Set up your employee exit strategy
Challenges of Yesterday
Mobile Workforce Challenges
19. • Optimizing efficiency in communication
• Planning for the least common denominator
• Enabling new lines of business and greater employee
utilization.
• Company and employee-wide “mobile first” strategies
• Moving from “marketing mobile” to “enabled mobile”
• The new baseline : personalization and user experience
Challenges of Today
Mobile Workforce Challenges
20. • Integrating with legacy systems
• Data orchestration
• Stakeholder buy-in
• Full implementation timeframes
• Alignment of different technology and/or providers
• Multi “generational” implementation and optimization
• …
Overlapping Challenges
Mobile Workforce Challenges
22. A mobile strategy is a plan to accomplish
something leveraging the benefit of
mobility.
Plans require perspectives; who, what, where and how.
An objective has to be measurable and accountable.
But what is mobility and what are the
benefits.
Developing a Mobile Strategy
23. Leveraging a mobile maturity indicator. The general goal of the mobile maturity
indicator is to provide an industry baseline of the overall maturity of your orgniazation
using the following criteria:
• Business Transformation
• Digital Experience
• Technology
• Governance
The overall mobile maturity indicator was established based on best practices from
IBM and hp labs. Atomic Axis has developed four maturity levels of the
organizational indicator:
1. Chaos
2. Observed
3. Orchestrated
4. Harmonized
Developing a Mobile Strategy
24. Business Transformation
Chaos
Level 1
Nothing
Observed
Level 2
a. Recognizing the need to change and gaining consensus amongst stakeholders that
dramatic change is necessary.
b. Agreeing what form the change should take; the objectives of the change and a vision
that describes the future.
Orchestrated
Level 3
a. Understanding what the organization is changing from and what needs to change in
detail.
b. Designing the new organization way of working and top down support from
management.
c. Active governance of the change process.
Harmonized
Level 4
a. Testing and implementing changes.
b. Process for implementation in waves (typically achieved over a number of years).
Developing a Mobile Strategy
25. Digital Experience
Chaos
Level 1
a. Organization is inward-looking. Has only a basic understanding of, and interest in,
what user/members are and what they want.
Observed
Level 2
a. Organization has programs that drive insight, track user/member preferences, and
ensure a consistent experience. Users/Members believe there are mostly addressed
by the products and services that are offered.
Orchestrated
Level 3
a. Organization has a comprehensive, actionable picture of users/members, and culture
of accountability. This gives it differentiation in the market and generates loyalty.
Harmonized
Level 4
a. Organization has a strong relationship with members, it has become the undisputed
leader in the overall Net Promoter Score.
Developing a Mobile Strategy
26. Technology
Chaos
Level 1
a. No documentation, unpredictable, technology not important, minimal IT operations,
looking for least expensive product, not IT planning or budget.
Observed
Level 2
a. Commonly fighting fires, unpredictable, some documentation, minimal IT planning and
budget, looking for low cost solutions.
Orchestrated
Level 3
a. Schedule preventative maintenance, predict and solve problems, some performance
monitoring, minimization of downtime, looking for more reliable solutions.
b. Starting to leverage technology as a business advantage.
Harmonized
Level 4
a. Technology seen as a strategic asset, IT continually improves business processes, IT
increases productivity, information security is critical, IT planning fully align with
business strategy and initiatives.
Developing a Mobile Strategy
27. Governance
Chaos
Level 1
a. Governance practices are practically non-existent.
Observed
Level 2
a. Shortfalls in governance practices may have been identified and initial steps may have
been taken to rectify them. The changes that have been planned/identified are still
quite basic.
Orchestrated
Level 3
a. Advanced governance practices are in place, they exceed minimum performance and
compliance requirements . Only minor improvements are required to achieve and be
recognized as leading processes/practices.
Harmonized
Level 4
a. Governance practices are recognized by others to be of the highest changes.
b. While commonly no changes are required, the practices/policies are reviewed as part
of the overall process.
Developing a Mobile Strategy
28. Integrating your mobile strategy into your business
strategy is different from simply developing a mobile
plan. Truly integrating your process requires more than a
simple BYOD policy or putting a tablet into your
employee’s hands.
Developing a Mobile Strategy
29. 1. Align workforce strategy with organizational strategy
2. Conduct analysis of your organization’s current condition
3. Understand your users & focus on user experience
4. Focus on customer engagement, field enablement and
employee productivity
5. Task orientation / process optimizations
Getting started developing your strategy
Developing a Mobile Strategy
33. Focus on customer engagement, field enablement and
employee productivity
Developing a Mobile Strategy
34. • Line of business
• Specialized
Applications
• Specialized tools to
access corporate data
What tools & technology will my organization need?
• Email/Web
Browser/Contact/Cal
endar
• Instant Messaging
• Social Media
• File Sync/Share
(e.g. Dropbox, etc.)
• Task and Project
Management
• Sales Force
automation/CRM
• Office Applications
Existing
Apps
Tools/
SAAS
Custom
Developing a Mobile Strategy
36. How do we approach change?
• Establish a clear initiative model
• Involve and consult users
• Leverage rapid feedback cycles & iterate
• Listen to key adopters of change
• Benefits Realization
Implementing the Strategy
42. How does an organization approach adoption?
Implementing the Strategy
It’s important that mobilizing the enterprise is not seen purely as the
responsibility of IT – it needs sponsorship and participation from the rest of the
organization, particularly from the Business Units and HR.
There exists a close relationship between an organization’s mobility strategy
and the strategies for workforce planning and estates: mobility can be both an
enabler and requirement for different work styles and accommodation
approaches, such as remote working and hot-desking. What’s needed is
appropriate governance, with representatives at a senior level, to ensure all
complementary strategies are aligned to create real benefits to the
organization.
For example, it’s no good delivering excellent mobility technology when the
workforce strategy is to locate staff to regional hubs.
43. Organizations measuring their efforts should look to:
• Increases in customer/business partner satisfaction
• Sales cycles reduction
• Workflow streamlining (Orchestration & Optimization)
• Productivity and efficiency increases
• Operation cost reductions
• Data collection and accuracy improvements
How do I measure success?
Implementing the Strategy
45. • Consumer Facing Meets Enterprise
• The Personal Cloud
• Wearables & Connected Technology
Where will mobility take us?
The Near Future of Mobility
51. E-Learning Symposium 2014
• Marcus is a panelist on Training the Mobile Workfoce at E-
Learning Symposium 2014
• DIR and E-Learning Council are Sponsors
• More information at http://els.elearningcouncil.com
• Save $50 with discount code: DIR50
Editor's Notes
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
Notes: Key point is it’s not just people who are full time mobile but office workers who are rarely at their desk. Deskless Workers: Field Workers, Road Workers. Active Office Workers: Serial meeting attendees, Multi-Office workers, Interoffice commuters.When an employee spends a large chunk of their time away from the desk, whether on the road or with a client, it is immensely important for a business to take advantage of that time spent away from a PC. The best way to do this is to implement mobile strategies that not only allow employees to be productive away from the office, but allow potential clients the opportunity to learn more about the product or service they offer, as well as enhance the meeting experience.
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
Notes: Key point is it’s not just people who are full time mobile but office workers who are rarely at their desk. Deskless Workers: Field Workers, Road Workers. Active Office Workers: Serial meeting attendees, Multi-Office workers, Interoffice commuters.When an employee spends a large chunk of their time away from the desk, whether on the road or with a client, it is immensely important for a business to take advantage of that time spent away from a PC. The best way to do this is to implement mobile strategies that not only allow employees to be productive away from the office, but allow potential clients the opportunity to learn more about the product or service they offer, as well as enhance the meeting experience.
An organization should start by creating a benefits map of the outcomes from mobility solutions, one that shows a ‘line of sight’ between the capabilities and the different categories of benefit. This defines each benefit and acts as a powerful communication mechanism between IT and the business. Specifically, the benefits roadmap should show:The key strategic outcomes of the mobility solution and how it supports the aims of the organization, e.g. increasing revenues, improving market agility, decreasing costsThe key business benefits sought and their linkages, e.g. increased worker mobility, decreased property costs, a smaller carbon footprintHow the key technology capabilities will enable the business benefits, e.g. how remote access will reduce the need to travelThe key initiatives that are necessary and sufficient for success across business, technology, people and process, e.g. remote access, management culture changeThe key assumptions regarding the success of the program, e.g. the realization of benefits, technology maturity, union position
Improve EfficiencyMobile provides information when and where you need it, at a moments notice. The ability to log customer updates, automating workflows, etc. all at a moments notice.Greater ProductivityThe ability to access the latest customer information without lag time and proactively leverage unexpected downtime. Robust mobile CRM tools offer quick GPS mapping and turn-by-turn directions to efficiently keep sales or customer service professionals on the move to their next meeting. Work anywhere and everywhere Ex. reviewing the lead that just got sent to them while waiting in line for coffee or connecting with a nearby customer/prospect in place of a last-minute canceled meeting.Employee CollaborationHaving the ability to quickly collaborate with employees via internal communication and knowledge based systems. Workflow automation tools allow for employee and client management and monitoring all in real-time.Client/Customer SatisfactionProviding real-time sales documentation and resources at the point of sale. Think about that sales or customer service professional who can grab valuable customer intelligence seconds before a client meeting, access customer records on-the-fly during the meeting and walk out the door an hour later with a new client contract or a satisfied renewal customer who felt they were more than just an account number.Employee SatisfactionInstead of being tied to the desktop to perform their daily work, a mobilized workforce can convert the efficiencies gained into more personal or family time, thus increasing employee morale and productivity.Next GenerationExpectationsTodays mobile usage trends demand companies take advantage of the productivity gains that enabling younger workforces with the tools they utilize on a daily basis presents.
The executive view of mobility varies enormously, with some being evangelists, some being far more skeptical and potentially writing it off, and others who have a narrow interpretation of it as home working. Opinions differ across demographics and across business functions:HR ExecutivesThe HR executive may see mobilizing the enterprise as an enabler to broader flexible working strategies and as a means of attracting and retaining talent in the organization. They may also see if from the employee’s perspective – where mobility can provide an enhanced work-life balance and better staff engagement and enablement. Operations ExecutivesThe executives running lines of business may see mobility as a better way to boost the efficiency and effectiveness of their employees.CIOThe CIO may see mobility either as a good opportunity to demonstrate what IT can do, or as a potential headache as they grapple with the number of demands, technologies and security issues. Sales and MarketingThe Sales and Marketing executive might believe mobility to be a great way of engaging customers through a multi- or omni-channel approach to help drive better customer loyalty and greater levels of engagement.
An organization should start by creating a benefits map of the outcomes from mobility solutions, one that shows a ‘line of sight’ between the capabilities and the different categories of benefit. This defines each benefit and acts as a powerful communication mechanism between IT and the business. Specifically, the benefits roadmap should show:The key strategic outcomes of the mobility solution and how it supports the aims of the organization, e.g. increasing revenues, improving market agility, decreasing costsThe key business benefits sought and their linkages, e.g. increased worker mobility, decreased property costs, a smaller carbon footprintHow the key technology capabilities will enable the business benefits, e.g. how remote access will reduce the need to travelThe key initiatives that are necessary and sufficient for success across business, technology, people and process, e.g. remote access, management culture changeThe key assumptions regarding the success of the program, e.g. the realization of benefits, technology maturity, union position
Understanding your process and goalsUnderstanding how to implement a strategy – what products to make from scratch, what to reuse. Business must first understand their core processes, the goals they want to accomplish with their new mobile strategy, and all the challenges that present themselves along the way.Device Securityit is a common misconception that mobile devices are more at risk than desktops or laptops. According to an IBM X-Force report from 2013, mobile computing in 2014 is set to be more secure than traditional desktops. In addition to this, with the expanse of mobile technology, so too has mobile security expanded. Every day new strategies for mobile security are designed.Control – BYOD PoliciesThings to consider: 1. Specify What Devices Are Permitted.It was simple and clear in the old days of BlackBerry services—you used your BlackBerry for work, and that was it. Now there are many device choices, from iOS-based phones and tablets and Android handhelds to Research in Motion's Playbook and many others.It's important to decide exactly what you mean when you say "bring your own device." Should you really be saying, bring your own iPhone but not your own Android phone? Bring your own iPad but no other phones or tablets? Make it clear to employees who are interested in BYOD which devices you will supportin addition to whatever corporate-issued devices you continue to deploy—and which you won't.2. Define a strict security policy.Users tend to resist having passwords or lock screens on their personal devices. They see them as a hurdle to convenient access to the content and functions of their device. However, this is not a valid complaint—there is simply too much sensitive information to which phones connected to your corporate systems have access to allow unfettered swipe-and-go operation of these phones.If your users want to use their devices with your systems, then they'll have to accept a complex password attached to their devices at all times. You need a strong, lengthy alphanumeric password, too, not a simple 4-digit numerical PIN. Check with your messaging administrators to see what device security policies you can reliably enforce with your software.3. Define a Clear Service Policy for Devices Under BYOD Criteria.It's important for employees to understand the boundaries when questions or problems creep up with personal devices. To set these boundaries, you'll have to answer the following questions.What level of support will be available for initial connections to your network from personally-owned devices?What kind of support will IT representatives provide for broken devices?What about support for applications installed on personal devices?Will you limit HelpDesk to ticketing problems with email, calendaring and other personal information management-type applications?What if a problem with a specific personal application is preventing access to the apps you have delineated previously that you will support?Is your support basically a "wipe and reconfigure" operation?Will you provide loaner devices for employees while their phone or tablet is being serviced?4. Make It Clear Who Owns What informationWhile it seems logical, on the face of it, that your company owns the personal information stored on the servers that your employees access with their devices, it becomes more problematic when you consider the problem of wiping the device in the event it is lost or confirmed stolen. When you wipe the phone, traditionally all content on the phone is erased, including personal pictures, music and applications that in many cases the individual, not the company, has paid for. Sometimes it's impossible to replace these items. Does your BYOD policy make it clear that you assert the right to wipe devices brought onto the network under your plan? If so, do you provide guidance on how employees can secure their own content and back it up so they can restore personal information once the phone or device is replaced?5. Decide What Content Will Be Allowed or Banned.This applies to any device that will connect to your environment, whether corporate- or personal-issued. Major considerations typically include applications for social media browsing, replacement email applications and VPNs or other remote-access software.The question here is whether users can download, install and use an application that presents security or legal risk on devices that have free access to sensitive corporate resources. What if the latest Twitter app has a security hole in its integration with the Mail app on the iPhone that allows spammers to access relay mail through your organization? (This is purely hypothetical, of course.) What if a poorly written instant messaging client steals your organization's address book? These are serious questions to address in your policy, not to mention a starting point BYOD policy dev. Moreover, the technology for preventing downloads of questionable apps or copyright-infringing music and media on personal phones is immature at best, so manual screening of eligible users into a trusted group may be warranted.6. Integrate Your BYOD Plan With Your Acceptable Use Policy.If your company is on the ball, chances are corporate-issued phones are already covered and treated like notebooks, desktop computers, and other equipment on your network. On the other hand, allowing personal devices to potentially connect to your VPN introduces some doubt about what activities may and may not be permitted. If you set up a VPN tunnel on an iPhone and then your employees post to Facebook, is this a violation?What if your employees browse objectionable websites while on their device's VPN?What if they transmit, inadvertently or not, inappropriate material over your network, even though they're using a device they own personally? What sanctions are there for such activity?What monitoring strategies and tools are available to enforce such policies?What rights do you have to set up rules in this arena?7. Set Up an Employee Exit Strategy.How do you enforce the removal of access tokens, e-mail access, data and other proprietary applications and information?It's not as simple as having the employee return the corporate-issued phone. In this case, many companies choose to rely on disabling email or synchronization access as part of the exit interview and HR checklists, while more security-conscious companies choose to perform a wipe of the BYOD-enabled device as a mandatory exit strategy. You should have a clear methodology for backing up the user's personal photos and personally-purchased applications prior to this "exit wipe. Proactively reach out to affected users to help them take part in this process—all while making it clear that you reserve the right to issue a wipe command if the employee hasn't made alternate arrangement with your IT department prior to his or her exit time.
Although BYOD Policy and Security of important aspects of enabling the mobile workforce, they were heavily focused on in years past and these policies have been figured out. Today it is more about optimizing efficiencies in communication and understanding how to plan to the lowest common denominator to increase everyone’s efficiency.
How do we optimize communication efficiencies?A Mobile Workspace must allow the end user to create, consume, store and share content, as well as initiate and execute business processes. Businesses need to create a strategic vision for their mobile collaboration and productivity workspaces to achieve this. There is now a trend of individual users turning more and more to consumer-based solutions to help them work. This phenomenon of Shadow IT is a risk to businesses and many enterprises are investing heavily into tactical solutions for mobile collaboration technology to address this issue. But time is needed to choose the right solutions, otherwise the problems can be exacerbated. According to Portio Research, messaging applications are the 2nd most popular application category on mobile devices, following gaming, which demonstrates the desire for rich mobile collaboration using instant messaging, conferencing and file sharing.Enterprise options for the Mobile Workspace include Virtual Desktop, Local Streamed Applications, or Device Installed, Network Connected applications. The Virtual Desktop is ideal for heterogeneous environments where users have a combination of mobile and fixed devices that require a similar user experience. Local Streamed Applications are best for lightweight deployments of enterprise collaboration applications to business or personal devices.With a mobile workspace for collaboration and productivity, several questions are raised: How to store and access content?How to share it? How to make it available on other devices and locations?Content and Collaboration Most enterprise users have more than one mobile device they use for the same task. According to Gartner, “the average personal cloud will synchronize and orchestrate at least six different device types by 2016.”3This poses an interesting capacity problem for IT: previously, typically one device synchronized content, i.e. a laptop, but now each user has multiple devices. This significantly increases the capacity and performance requirements for an organization’s IT infrastructure, and businesses that host their own infrastructure need to plan now for this rise in connected devices.
Empower Your User (Your Employees)Mobile strategy requires that we empower the user (our employees), allowing mobility to become the new face of the enterprise. You will need to go beyond your data and systems to truly integrate mobility into your business’s ecosystem, including efficient applications that encourage your employees to use them among themselves and with clients.Integrate with Social Media, Cloud and Information SystemsIt’s important to have mobility in all areas of your business, including your social media, cloud and SaaS applications, and information systems. This allows your promise of mobility improving your systems to become real.Give Your Apps PurposeWhen developing a mobile strategy, an app is a necessity, but its important to create an app with purpose, not just for the sake of having an app. Maintenance can be difficult and the user experience will lack when an enterprise application only addresses a broad set of functional requirement. Create an app that gives users a way to take action and manage their own information, as well as a way to connect to the rest of the enterprise.
Defining your Mobile Workforce StrategyWorkforce mobility is a strategic approach to managing a business by removing geographical barriers and allowing an organization to grow and succeed in a mobile plane. Using technology tools outside and inside the office enables employees to deliver the highest value of work to their role and employers. With the rapid growth of mobile devices, workplace mobility is quickly becoming not just an expectation, but a requirement.It is important that your mobile workforce strategy is cohesive throughout your organization- giving mobility program ownership to several different departments throughout the business will result in a fragmented process that is not as efficient and optimized as it could be.Workforce mobility programs have a direct impact on company profit- so it is important to understand your business process, inside and out, when defining your mobile strategy. There is no “one size fits all” for mobile strategy- it is highly dependent upon your industry, business processes, company culture, solution delivery, employee expectations, and various other factors that needs to be taken into consideration when developing your strategy.An effective mobile strategy should combine physical space design, information technology, and effective HR policies to enable their mobility strategy and provide efficiency.
Notes:Before you look to pigeonhole your business process into an application, the success that we have found is first documenting and defining your process. If you have a good understanding of the caveats, holes and gotchas in your business process, then and only then, you can see in technology whether it’s a fit for the process or whether you need to adjust your process. Define what your process is, have everything well documented, then look at the available tools and make a good business decision based on 'do we change our process or do we change our tool?'
Notes: Though organizations may even be enthusiastic about adopting an enterprise mobility strategy, the ROI model be difficult to create, especially when the new communication channels are creating increased participation, which carries an expectation of higher returns. Some traditional measurements (i.e. mobile website or app traffic, interaction on mobile) are not always aligned with business objectives and goals and may not really show an accurate ROI.The mobile first pattern and principle should be a guide to how we drive overall customer engagement. Measuring targeted mobile success should be based on metrics within your solution. Sometimes it’s user acquisition, sometimes it’s pure marketing purpose, and a lot of the things we do within the enterprise deal with employee engagement. This involves making really good use of the employees time away from their desks, so that while they’re on a train they can be doing X, while they’re with a customer they can actually capture the information and get it back to these channels without having to go back to the office and type emails.
There’s a need to set up a formal project structure with clearly defined roles and responsibilities for business change. For each affected business area there needs to be a credible Business Change Lead from the operational side of the business who can bridge the gap between the affected users and the project delivery team. The Business Change Lead will ensure that the users’ needs are understood by the project and that any constraints/challenges are understood by the users, and will offer regular communications and training.
Changing working practices and introducing new mobile solutions require early and ongoing user involvement and consultation. An example of this is to run business workshops to understand their challenges and requirements for mobile solutions, and also to accompany their teams out in the field to understand their operational challenges. In addition, it’s also vital to ensure the change has trade union support. Use a pilot to get early feedback an initial pilot is a way of reducing risk. It will help obtain some advocates for change – creating a first batch of evangelists who spread the message, especially if they can describe WIIFM (“What’s in it for me”) to their colleagues.
It’s imperative that users are trained in both the new working practices and in how to use the technology. Our experience shows that some resistance to change is caused by users not understanding how to best exploit the technology, and this can be addressed by effective training. Also recognize that not everyone will adapt to the new technology quickly or easily and there’s a need to allow time for 1 on 1 training sessions if necessary.
Throughout the project ensure that you listen to the real adopters of this change (the operatives), through drop in and refresher training sessions. Allowing staff to air their concerns at various meetings is useful in focusing on stakeholder needs and picking up on teething issues with the roll out. Act on the feedback received, e.g. set up a series of User Improvement Group meetings.
To ensure new working practices are embedded, carry out health checks, additional training and 1support after 6 – 9 months of project closure. This is key to IT-led transformation programs where the IT teams work closely with the business teams to ensure the ICT benefits are realized to the maximum extent. By implementing this approach organizations can better manage expectations.
To date, the adoption of mobility in most organizations has been a step-by-step process, with each part of the business driving specific solutions to meet their particular need. Organizations are now starting to realize that an enterprise-wide approach is needed if they are to maximize their return on investment.It’s important that mobilizing the enterprise is not seen purely as the responsibility of IT – it needs sponsorship and participation from the rest of the organization, particularly from the Business Units and HR. There exists a close relationship between an organization’s mobility strategy and the strategies for workforce planning and estates: mobility can be both an enabler and requirement for different workstyles and accommodation approaches, such as remote working and hot-desking. What’s needed is appropriate governance, with representatives at a senior level, to ensure all complementary strategies are aligned to create real benefits to the organization. For example, it’s no good delivering excellent mobility technology when the workforce strategy is to locate staff to regional hubs.
Notes: Though organizations may even be enthusiastic about adopting an enterprise mobility strategy, the ROI model be difficult to create, especially when the new communication channels are creating increased participation, which carries an expectation of higher returns. Some traditional measurements (i.e. mobile website or app traffic, interaction on mobile) are not always aligned with business objectives and goals and may not really show an accurate ROI.The mobile first pattern and principle should be a guide to how we drive overall customer engagement. Measuring targeted mobile success should be based on metrics within your solution. Sometimes it’s user acquisition, sometimes it’s pure marketing purpose, and a lot of the things we do within the enterprise deal with employee engagement. This involves making really good use of the employees time away from their desks, so that while they’re on a train they can be doing X, while they’re with a customer they can actually capture the information and get it back to these channels without having to go back to the office and type emails.
Notes:Mobile devices are increasingly becoming the first point of contact between a business and both its customers and employeesSmartphones are used everywhere, Tablets are used at home.Whether its in the conference room, another building on campus, a manufacturing plant floor, or the showroom floor, employees also tend to reach for smartphones and tablets more often than PCs or laptops Think about how the mobile factor and capability set can be used to innovateIncreased User Demand for Consumer like UISleeker purpose built Mobile-First ApplicationsUX is key to Effective AppsBad UX/UI means low adoption, usage, and ROI in the enterprise space
One way to boost the qualityof the user experience is to enable employees to take advantage of their own devices through a ‘personal cloud.’ At a more fundamental level, ‘componentization’ divides large applications into their constituent parts and then makes it easy to rebuild them in a modular fashion so they can be recombined quickly and flexibly for better usability. This freedom however reduces the control of those who manage that technology, so finding ways to maintain the balance will remain at the forefront of mastering this challenge.
Cloud promises to deliver several of those answers, and companies are slowly responding by migrating towards new application delivery and service models that emphasize consumerization and cloud over traditional consulting and implementation services.
We’re on the cusp of a new class of computing, the so-called ‘wearable technologies.’ Glasses, watches and body monitors are all potential applications for the workplace. Predictions are saying that these types of devices will reach 100 million devices by 2016. Juniper Research forecasts that there will be worldwide spending of $1.4 billion on wearable technology. We might see an all-out battle come of this.As wearables progress, the biggest question that enterprises must take into account is: Where’s the balance between individual employee convenience and corporate control? As devices like this rise, it’s up to businesses to determine if they’re necessary in the workplace or if they will contribute to overall productivity and efficiency. Accessibility, agility and consumability are key attributes to a successful business in today’s information-centric world. The enterprise needs to become dynamic.We will shortly see internet connected cars becoming commonplace, as well as a range of different sensors and intelligent objects that people can interact with. As with wearables, devices such as these could be convenient in the workplace, or they could deter from business goals. The enterprise is seeing threats on so many fronts: to smartphones and tablets;on social media, SAAS, and app stores; and the desire of many employees to work where they want, that it will be imperative for a business to evaluate the risks, wants and needs of its employees when taking devices such as these into account. The pace of change – and particularly technological change – is accelerating. Product cycles are tumbling. Consumer preferences, and behavior, are evolving constantly. The enterprise needs to operate in a different way if it’s to remain competitive.
We’re on the cusp of a new class of computing, the so-called ‘wearable technologies.’ Glasses, watches and body monitors are all potential applications for the workplace. Predictions are saying that these types of devices will reach 100 million devices by 2016. Juniper Research forecasts that there will be worldwide spending of $1.4 billion on wearable technology. We might see an all-out battle come of this.As wearables progress, the biggest question that enterprises must take into account is: Where’s the balance between individual employee convenience and corporate control? As devices like this rise, it’s up to businesses to determine if they’re necessary in the workplace or if they will contribute to overall productivity and efficiency. Accessibility, agility and consumability are key attributes to a successful business in today’s information-centric world. The enterprise needs to become dynamic.We will shortly see internet connected cars becoming commonplace, as well as a range of different sensors and intelligent objects that people can interact with. As with wearables, devices such as these could be convenient in the workplace, or they could deter from business goals. The enterprise is seeing threats on so many fronts: to smartphones and tablets;on social media, SAAS, and app stores; and the desire of many employees to work where they want, that it will be imperative for a business to evaluate the risks, wants and needs of its employees when taking devices such as these into account. The pace of change – and particularly technological change – is accelerating. Product cycles are tumbling. Consumer preferences, and behavior, are evolving constantly. The enterprise needs to operate in a different way if it’s to remain competitive.