Getting started (or taking the next step) on the journey towards mobility
So we’ve reached the end of our look at the life of the modern mobile worker. Over the last few months, we’ve looked at the shift in workstyles and the move from an SOE and device centric world, to a world where mobility and consumerisation are challenging the very foundation of our traditional approach to delivering end user services in the workplace. The benefits to organisations that effectively leverage this shift can be hugely significant. A few of the benefits we’ve considered are:
- Increased productivity
- Enhanced collaboration through instant messaging and voice tools
- Attracting the next generation of talent
- Creating an enhanced user experience
- Driving competitive advantage
- Reducing cost of service delivery
- Increasing the ability to respond to changes and deliver against new requirements
- Enhancing and maintaining a work-life balance
On the other side of the fence is our IT department. We’ve also looked at the challenges caused by this mobile explosion:
- Security and compliance implications of BYOD, CYOD and cloud services
- Managing the network and ensuring sufficient performance
- The shift in mindset required to manage new workstyles alongside traditional SOE based end user services
- Building a suitable and enforceable end user computing policy, in light of compliance requirements
- Bringing legacy applications to mobile devices
- Ensuring that the skills exist within the organisation to support new models of delivery
- User education and adoption
The real challenge for organizations is bringing together these two worlds; the marrying of user expectation and demand against corporate responsibility and policy. The variety of options to enable mobility and access the benefits is vast, often leading to a mismatch of project scope and actual business requirements. Experience in working with clients at various stages of the mobility journey has taught us that there are several key requirements to successfully walking the road to mobile enablement.
- Treat it as a journey. Some benefits can be obtained with point solutions, designed to meet an immediate need. These are required for many reasons within enterprises. Organisations that gain the most from mobility, recognize their level of maturity in relation to requirements and focus on building a platform to deliver services.
- The journey must have an executive sponsor. Transformation of the way services are delivered is infinitely more challenging without top down support and pressure.
- Understand the desired outcome for the business. This isn’t an IT outcome. One manufacturing organisation that I recently worked with, wanted to improve delivery times and limit delays in the dispatch of trucks from the yard. They achieved this through writing an app that draws data from a number of sources, to ensure the right truck was in the right place at the right time. The challenge for IT was then to secure the device and data that resides on it, and to support those devices in the field. The goal was not to roll out tablets, but to make a process more efficient.
- When the end state requirement is understood, it is important to understand current capability. In many cases, the building blocks already exist. Recently our CEO demanded simplified video access for all, to enhance collaboration across the region. We achieved this through upgrading our web conferencing platform, enabling ‘click to call’ direct from the device, rather than dialling in separately. The result? A huge reduction in delays to meeting start times and enhanced user experience from a relatively simple change. No new software platforms and limited investment required to achieve the goal.
- Once the current and desired states are understood, it’s possible to clearly identify gaps in capability against strategic and operational requirements. These gaps are effectively the roadmap to achieving your goals.
- Prioritise the roadmap activities. There are a number of ways to do this. Typically, we see organisations using a mix of: cost to deliver, impact on revenue, speed of delivery, impact on customer experience, speed of user adoption, complexity, impacted services and ability to support.
- Consider new ways to measure ROI of initiatives. Because of its very nature, innovation is different from the traditional way of doing things. Support models will change and the measurement of this will also change. For example, if an IT organization has KPIs around uptime, how are these affected when leveraging cloud based services that they don’t own? The nature of not owning and supporting resources should free up IT staff, so that they can focus on the things that differentiate an organization. Things that will drive revenue generation and organizational growth, such as core banking platforms, supply chain management systems and online presence.
I hope you have enjoyed our journey of the Mobile Worker. If you missed any of the previous articles, you can go here to see them, and there are some fantastic resources here, to help you get started on this journey.