Mobile is an increasingly critical channel these days for any organization to engage in with their clients or employees. Over the past 4-5 years, the enterprise definition of mobility has changed dramatically from corporate-issued laptops and mobile devices to an ecosystem that facilitates new ways for clients and employees to interact with their organization. This modern approach allows us to work on devices of our choosing outside of traditional locations and work hours. Mobility as it is today brings massive opportunity for innovation, as well as disruption, to how we interact with and support clients and employees.
What I’m proposing is a strategic approach that will serve to guide future decisions pertaining to people, process, and technology in support of accelerated innovation and transformation in the mobile space.
Strategic Direction and Motivation for Change
Every organization needs a mobility strategy that balances speed and expanded functionality for clients, employees, security and organization standards (branding, security, analytics, toolsets) with lines of business agility (proof of concepts, pilots, prioritization).
From 2009 – 2014, the first wave of mobility solutions were fragmented. Even today with some of my customers I see this- largely comprised of point solutions driven by a combination of time-to-market/competitive requirements and the need to support employees on a wider selection of devices. Many organizations lack a true mobile platform (strategy), but rather have a raw ActiveSync gateway to extend the mobile messaging capability to employees. This approach was appropriate once upon a time in a rapidly maturing space, but now creates issues like unclear governance, complexity of deployment, security risks and dependence on specialized talent.
With the consumerization of technology, clients and employees expect to be constantly connected anytime and anywhere. The market is seeing massive growth in both the number of connected devices as well as the capabilities of those devices. The spectrum of what can be done on a mobile device is now virtually limitless. The pace of change is accelerating for both traditional and non-traditional competitors in a business environment; being first matters and lagging isn’t an option. Organizations must move faster while continuing to ensure their clients and employees are protected from an ever-increasing number of security threats.
A holistic Mobile strategy is necessary to deliver on the expectations of clients and employees and to support business strategies across the organization. As the space continues to evolve, large enterprises are taking a mobile-first approach as they recognize that the consumerization of IT is creating much more savvy users who expect to interact with their organization on their own terms.
While progress has been made in some areas, organizations must seize the opportunity to build an enterprise mobility strategy that aligns with other areas of growth (cloud, mid-tier, etc.)
From a business perspective, this strategy must enable clients to securely conduct business anytime, anywhere, on any device with a market-leading client experience and within business-driven timelines. Partner expect to have the ability to execute on their respective goals in a far more agile manner.
It’s important to focus on solving business problems rather than technology-specific problems. I always recommend taking a strategic approach on this delivery. Having worked with many customers, I have generalized a mobile strategy as following:
There are three components of a mobile strategy required to accomplish this:
- Organizations must invest in a market-leading, secure mobility platform & technology infrastructure foundation.
- Organizations must establish a mobility practice center focused on solution delivery and mobile technology incubation across the organization along with appropriate service management.
- A strong organization-wide governance framework is vital for implementation of a successful mobile strategy.
Mobile Strategy: Defined
Although there are primary constituents (Mobile Work Force) with different needs that must first be addressed by this strategy, future mobile client constituents and the needs associated with them could also be addressed with this approach.
An effective Mobile strategy is comprised of three components:
- A Secure Mobility Platform & Technology foundation that is built using a Mobility Solution to provide a rich user experience, allowing existing capabilities to be extended into the mobile channel and providing seamless integration with the existing systems of record.
- Enabled by Solution Delivery and Service Management that allows for a seamless enrollment experience, with the self-server tools necessary to reduce operation overhead, while leveraging existing ITIL process linked with the service desk.
- Supported by organization governance framework that has leadership buy-in, key stakeholder buy-in, and ensures information security and compliance while assisting with prioritization.
In another post, I’ll align a mobility platform to the defined strategy I’ve outlined here.
Bhairav Patel, Engineer