From here to there – a mobile strategyHugh Ujhazy, Telecommunications Research Director
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From here to there – a mobile strategyHugh Ujhazy, Telecommunications Research Director
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Less Congestion 25%90%
vehicles displace 2nd car ownership, decreasing
congestion by 10% in cities
Autonomous
of consumer product sales conducted in omni‐channel commerce marketplaces
of all same‐day consumer deliveries are fulfilled by “uber‐
like” car services
Imagine an economy where ...
OnlineConvenient
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Operational Efficiency
Automation and acceleration are core themes for the CIO
How does the C-suite cope?
Cost Savings
Executives look to remove fat from internal systems
Sales & Marketing
As CxO’s invest in sales & marketing initiatives, line of business buying centers focus on customer experience
Customer Engagement
To drive market expansion, new solutions and innovations drive the rise of the technology CxO
Suppliers must adapt to the new business reality
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
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16.1%
Share of Customer Wallet
19.5%
Operational Efficiency
15.7%
Company-wide Cost Savings
12.8%
Customer Engagement
10.8%
Market Expansion
8.9%
Manage Cash Flow
CEO Goals 201575% of respondents identify Market and Customer Expansion as their key priority
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
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The Year Ahead
17.3% sought to Build Better Management tools to help understand what they have within the enterprise
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10% wanted to manage their suppliers better, driving them to innovate and deliver greater value2
9.5% wanted a more secure IT environment, especially as mobile and social applications abound3
8.9% wanted a more flexible, capable infrastructure to anticipate and respond to enterprise demands
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Q: Looking into 2015‐2016, what will be your organizations top ICT priorities?
Future Landscape
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
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1122
33
Developing a thought leaderships vision is challenging as technologies change rapidly and winners remain unclear
12.9% - Vision
Finding the right people with the right talents remains an ongoing challenge
14.8% - People
Lack of budget to cover ICT initiatives in a timely manner is restricting IT ability to deliver
15.3% - Cost
Complex environments make it hard for infrastructure to respond to the needs of the business
17.6% - Simplicity
Challenges exist in deliveryQ: Describe the challenges in leveraging ICT to drive your business forward?
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
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Realising Digital TransformationFive key transformations required to migrate to 3rd platform
Source: IDC Digital Transformation MaturityScape, 2015
Leadershiptransformation
Develop a vision for the digital
transformation of the business
Omni-experience
transformation
Attract and grow loyalty with customers
Informationtransformation
Leverage information for competitive advantage
Operatingmodel
transformation
Make business operations more responsive and
effective
Worksourcetransformation
Transform the way talent is accessed, connected and
leveraged
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Rising personas in tech purchasesChief Information office versus line of business IT spend of wallet
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
CIO
CFO
COO
CEO
Top 4CxO
buyers
Top desired business outcomes
Performancemanagement
Financialreportingaccuracy
Growthmarketinvestment
CFO
Acceleratea multi-channel
strategy
Increasemarketshare
Improvemarketingprocesses
CMOCOO
BPOOps costsavings
CX
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SDN M2M Open Converge
SDNSoftware defined networksoffer the promise of flexiblenetworks both inside the datacenter and across the Widearea network
M2MPeople to people, people tothings and things to things willpush connection numbers anddata volume
OpenOpen solutions offerextensibility, wide developercommunities and skillsmigration
Converged InfrastructureSimplified rollout, pre‐packaged, easy to deploysolutions with compute,storage, network andapplications
“The digital world is clearly emerging before our eyes. The shifts ahead, the opportunities ahead are massive.” Carly Fiorina
Emerging TechnologiesWhere will the C‐Suite invest during 2015?
53.1%36.3%32.5%30.6%
Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)
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Emergence of new competitors changing the market landscape
11%New business models changing engagement with customers
13%
Escalating cost of operations
28%
The C‐Suite is responding to the new business environments by driving innovation, looking for partners who can help them transform
The coming of Digital Transformation is changing not only market expectations of enterprises but enterprise expectation of suppliers
It’s a brave new world. Are you ready?
Concerns abound72% of respondents see changes in their operating environment and customer behaviour
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The five stages of mobile maturity“ Australia in 2015 leads Asia Pacific in terms of overall mobile maturity, ranking at the high end of the Repeatable definition, signified by mobile enterprise application platforms, mobile UC and both enterprise and consumer applications “
Optimized enterprises exhibit a mobile first strategy based on the rapid deployment of applications suitable for a variety of defined user profiles
OpportunisticAd hoc Repeatable Managed Optimized
Source: IDC Enterprise Mobility MaturityScape, September 2014
57
11
2013
433
14
36
2014
31
10
Ad hoc
Opportunistic
Repeatable
Managed
Optimized
1414
Mobile network security, access and identity management solutions
Security
Implement a BYOD management solution
Manage BYOD
Integrate mobility into existing IT infrastructure
Integration
Moving EXTERNALoperations, services & apps to mobile
External Ops
Moving INTERNAL operations, services & apps to mobile
Internal Ops
Top Five Mobile InitiativesThe most desired mobile initiatives by Australian enterprises
15
04
05
03
0201
Defining the outcomes of a mobility project and understanding the ROI impede
implementations
Business Case
Established roadmaps for partner products and the deployment of solutions within the
enterprise highlight immature enterprise mobility
Lack of Roadmap
Expectations from consumer mobility experiences set timelines in days or weeks along with regular update schedules for apps
Implementation timeline
Mobile apps must be able to draw from existing applications within the enterprise and partner ecosystem. Lack of effective APIs or interfaces hinder such efforts
Application Integration
Defining the security requirements of solutions and managing the profiling of end users
Security & Compliance
Mobile ImpedimentsThe things holding back the rollout of mobile solutions in Australia
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Assess maturity
Assess the organization’scurrent level of mobilematurity
Build Profiles
Profile users and work environment use cases
Build Outcomes
Define the expectedoutcomes resultingfrom the mobile strategy
Business Case
Build business case inconjunction with IT and LOB
Mobile Policies
Build mobile policiesthat support defined profiles
and business outcomesincluding BYOD / CYOD
Security Definition
Define security needs and policies, defining technologyto implement and monitor
Mobile expense
Define and implement solutions to managemobility expenses
App Advisory Team
Form the app advisory teamto oversee applications priorityand system integration
Manage Change
Monitor deployments, investmentand ROI on business cases while managing ongoing rollout
Pieces of a StrategyWhat components make up a mobile strategy?
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Profiling Users
How much data needs to exchanged and what are the
response requirements?
How much, how fast?
03
Who does user needs to communicate with and what media
will they employ?
Who with?
01
How do processes change depending on the user’s location –local, remote, office, international?
Location, location
Which processes need to be defined and mobilized to produce business outcomes?
IT activities
04
02
“Segmenting users by mobility profile will enable youto standardise and centralise your wireless solution,making efficient use of global networks and tariffs andreducing dependence of remote employees on localadministrative support.”
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Know
LOB OwnerPartners must understandmy business challenges
“ Without a demonstrated knowledge of the business problems and possible outcomes, a technology partner struggle to deliver value in mobility“
Define
CFO / COOWhere is it and whohas it?
“Effective asset management and reporting is key to beginning a mobile journey and sustained impact “
Manage
CIOSecure, reliable and understood solutions
“ A platform which allows for the ongoing management of mobile assets and the controlled deployment of apps in a timely manner is essential“
What’s in a mobile solution?Requirements for successful mobile strategy partnering
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C.I.OMobile Field Worker• A large part of working time is spent in
transit• > 70% out of office• 24/7 availability may be required
On-site roamer• Spends 60% ‐ 80% of their
time in their office, but whilst there they spend at least 50% of their time away from their desk
Static Worker• Work takes place at a single office, with > 80% of the working day spent at a designated working
location
Remote Power Worker• >60% of time in a highly variable number of locations
• Access email and personal information
International Business Traveller• > 60 % out of office
• Travel requires international connectivity
• Main office but travels frequently
Typical Mobile ProfilesMeeting the needs of diverse types of users
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