The document outlines PepsiCo's efforts to develop a mobile strategy. It discusses establishing a Mobility Center of Excellence (mCoE) to lead the initiative and define foundational elements like governance, architecture and roadmap. It also covers assessing the organization's capability and defining key business needs. The document emphasizes gaining cross-functional alignment, identifying quick wins, and establishing policies like for BYOD. The overall strategy is to enable ubiquitous access to data, drive growth and productivity, and capitalize on consumer technology trends through an agile approach.

1. So You Developed a Mobile Strategy…
What’s Next?
Trina Sauber and Mark Hampton, PepsiCo, Inc.

2. PepsiCo’s Billion $$ Global Brands
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3. 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 vehicles
And a next generation of workers that
demand a new way of working
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4. PepsiCo’s Mobile Evolution
Our hardware and software evolution reflects the historical pace of
change
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
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5. Jaime Montemayor
Senior VP / CIO of Frito-Lay
Executive Sponsor of PepsiCo Mobility
Jaime shares his perspective on changing landscape introduced by the
consumerization of IT
Enterprise Mobility Exchange November, 2012
Case Study: Transforming Your Business through Mobile Technology
Join Jaime Montemayor, CIO, Frito Lay to gain a comprehensive understanding
of PepsiCo’s latest mobile initiatives.
You can download the complete video at the following link:
http://www.enterprisemobilityexchange.com/Event.aspx?id=705684
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6. 5 Year unprecedented Consumer Driven Innovation
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011+
Consumer IT
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7. As part of our Strategy initiative we completed an assessment of
our 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 ‘consumerization
effect’ and develop a vision and strategy to achieve the
next Generation of Sustainable Growth
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8. 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
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9. The business has adopted mobility much quicker
than the IT function has transformed to support it
Based on PepsiCo’s current mobility
landscape and business plan, we anticipate
our mobility strategy and funding
mechanisms will be driven as follows:
• Sales/Go to Market 70%
• HR/Other 20%
• Ops 10%
It’s important to anchor your strategy on the most
important growth engine within your company to drive
the adoption and investment stream required for mobility.
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10. STRATEGIC VISION
Achieve PepsiCo’s vision for global Enterprise Mobility by institutionalizing solution development, deployment and
support services for the global mobility agenda, collaborating globally across PepsiCo Teams to identify and implement
best practices that deliver synergies and efficiencies in cost and process.
KEY DRIVERS OF THE STRATEGY ROAD MAP
Define 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 strategy
Create 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 initiatives
BELIEFS 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.
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11. We identified 5 Core Actions to drive the
Strategy 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
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12. 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”
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13. The mCoE can be virtual, but needs to have a ‘conductor’ to lead it
End Users
Mobility CoE
MCOE
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14. What services should the Mobility Center of Excellence provide?
Mobile Application Management (MAM) Mobile Device Management (MDM) Architecture
Enterprise app store and/or management Controls and alignment on OS/device Sets forth the architectural standards for
of distribution to the public app stores. certifications and the management of the application development platforms
Defines 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 party
etc., to ensure company is protected and policies as set forth. May or may not tools, etc. Key resource to application
user experience is positive. include BYOx mgt developers in constructs of their apps.
mCoE Services
Governance Training/Education/Communication Development
Defined levels and/or stages of review Enterprise-wide communication plan, Initially, BU-driven development is
and approval. Representation from includes identification of specific technical common, utilizing 3rd party developers. As
various stakeholders, including business training and education to ‘skill up’ the companies mature, the need of an ‘app
representation. Creation of a review organization. Includes a dictionary of terms. factory’ model may be required. Vendor
board to meet monthly at a miminum, Creation of a ‘mobility expo’ and Mgt will be important to align on
with defined responsibilites of members. information site. standards and gain economies of scale.
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15. 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
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16. 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
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17. 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
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18. Enterprise Architecture
• Mobile technical reference architecture
• Global standards
• Mobile architecture expertise
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19. 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
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20. Cloud Run
• Global run architecture
• Clear KPIs and performance monitoring
• High availability and disaster recovery
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21. 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
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22. A. Held a 2 day workshop to identify initial mobility needs and challenges
1 Held Mobility Transformation Workshop
Mobility Transformation Workshop 2 Goals of Cross-Functional Workshop
Inputs/Tools
Representatives 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 mobility
required 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
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3 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
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23. 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
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24. 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
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25. 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
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26. 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
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27. 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
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28. Completing the last piece of the puzzle will take
patience and time, but we are excited to be part of
the journey and be part of PepsiCo’s Mobility Future
Thank You
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