Enabling The Mobile Workforce

Developing Strategies for Enabling the Mobile Workforce

Sponsored byDepartment of Information Resources

E-Learning Council

Enabling the Mobile Workforce

Marcus Turner, Atomic Axis CTO

[email protected]

http://www.atomicaxis.com/

mailto:[email protected]

mailto:[email protected]

The Mobile Workforce

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.


38% of American workersare already part of the mobile workforce,

andthat number is going to grow exponentially


The number of tablets used for work is expected to triple to

905 million by 2017


In Q3 2013 , more than

91% of IT managersreported supporting or developing

enterprise mobile applications


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-usualfor organizations around the world

Increasingly, work is something people do rather than a place people go.

of employees globally now rely on more thanone mobile device during a typical workday.

Mobile in the Workforce

32%


Which of the following types of mobile applications were deployed by your organization?

Mobile Apps Already Deployed

58 %

IndustrySpecific

Unique to your

industryprocess

52%Line of

Business

Finance, HRCRM, Field

Service

51%Productivit

y

Approvals,time andexpense

46%Analytics

Dashboards/KPIs

40%Business

toconsumer

Loyaltymanageme

nt,social media


Businesses that choose to incorporate mobile apps into their operationsaim to accomplish several goals. A recent survey revealed three mainmetrics 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


How important are the following trends as drivers of investments inmobile technology and services at your organization?

54 %

Workforceneed toaccesscritical

business informatio

n

51%Workforcebecomingincreasingl

yvirtual and

mobile

49%Employees

and/orcustomersincreasingl

ydemandreal-timeinformatio

n

What’s driving mobile investment?


Realizing your organization’s case for the mobile workforce


Mobile devices mean anytime, anywhere workers• Improve Efficiency• Greater Productivity• Employee Collaboration• Client/Customer Satisfaction• Employee Satisfaction• Next Generation Expectations


“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


Mobile Workforce Challenges

What are challenges associated with mobilizing?


• 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


BYOD Planning / Policies

& Security

Efficiency, Optimization

&Enablement


• 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


• 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


Developing a Strategy

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

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. Chaos2. Observed3. Orchestrated4. Harmonized


Business TransformationChaosLevel 1

Nothing

ObservedLevel 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.

OrchestratedLevel 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.

HarmonizedLevel 4

a. Testing and implementing changes.b. Process for implementation in waves (typically achieved over a number of

years).


Digital ExperienceChaosLevel 1

a. Organization is inward-looking. Has only a basic understanding of, and interest in, what user/members are and what they want.

ObservedLevel 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.

OrchestratedLevel 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.

HarmonizedLevel 4

a. Organization has a strong relationship with members, it has become the undisputed leader in the overall Net Promoter Score.


TechnologyChaosLevel 1

a. No documentation, unpredictable, technology not important, minimal IT operations, looking for least expensive product, not IT planning or budget.

ObservedLevel 2

a. Commonly fighting fires, unpredictable, some documentation, minimal IT planning and budget, looking for low cost solutions.

OrchestratedLevel 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.

HarmonizedLevel 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.


GovernanceChaosLevel 1

a. Governance practices are practically non-existent.

ObservedLevel 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.

OrchestratedLevel 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.

HarmonizedLevel 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.


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.


1. Align workforce strategy with organizational strategy2. Conduct analysis of your organization’s current

condition3. Understand your users & focus on user experience4. Focus on customer engagement, field enablement

and employee productivity5. Task orientation / process optimizations

Getting started developing your strategy


Align workforce strategy with organizational strategy


Conduct a current state analysis


Understand your users & focus on user experience


Focus on customer engagement, field enablement and employee productivity


• Line of business• Specialized

Applications• Specialized tools to

access corporate data

What tools & technology will my organization need?

• Email/Web Browser/Contact/Calendar

• Instant Messaging• Social Media

• File Sync/Share (e.g. Dropbox, etc.)

• Task and Project Management

• Sales Force automation/CRM

• Office Applications

ExistingApps

Tools/SAAS

Custom


Implementing the Strategy

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


Establish a clear initiative model


Involve and consult users


Leverage rapid feedback cycles & iterate


Listen to key adopters of change


Benefits realization


How does an organization approach adoption?


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.

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?


The Near Future of Enterprise Mobility

• Consumer Facing Meets Enterprise• The Personal Cloud• Wearables & Connected Technology

Where will mobility take us?

The Near Future of Mobility

Consumer Facing Meets Enterprise


The Personal Cloud


Wearable & Connected Technology


8500 Shoal Creek Rd 4-220 Austin Texas 78757

866-200-6650 www.atomicaxis.com

@atomicaxis

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

http://els.elearningcouncil.com/