Mobile Scotland 2015 Conference

An exploration of the psychological

factors affecting remote e-worker’s job

effectiveness, well-being & work-life

balance

Mobile & Flexible Working Conference

Edinburgh

26th February, 2015

Dr Christine Grant, AFBPsS, FHEA

Chartered & HCPC registered Occupational Psychologist

Psychology & Behavioural Achievement Research Group

Coventry University, UK

• ICTs have changed the nature of ‘office based’ working practices, remote work can now be completed

from multiple locations, including home and is portable:

• 1.3 billion mobile workers predicted by 2015 representing 37% of the workforce (IDC,

2013)

• The Americas region, (United States, Canada, and Latin America), will see the number of

mobile workers grow from 182.5 million in 2010 to 212.1 million in 2015. North America

has the largest number of mobile workers in this region, with 75 percent of the workforce

mobile in 2010 (IDC, 2013)

• ‘Bring your own device’ to work is swelling figures. O2 major mobile provider expects that two

thirds (65%) of British businesses expect 30% more of their employees equivalent to just over 7

million people to become mobile workers as the demand to work more flexibly, on the move, out

of the office or from home expands.

• UK home workers at 1.3m, with a further 3.7m sometimes working at home or remotely (ONS,

2010)

• ICTs can produce the facility for greater productivity but they need interaction with the individual to

realise performance gains:

• Teleworking requires associated changes in working practices and development of specific skills

(Kowalski and Swanson 2005, Baruch 2000)

• Attitudes and personality types to telecommuting are emerging as important factors (Brown,

2011, Clark, Karan, Michalisin, 2012)

Background

Phase One: Definitions

Definition of e-working:

‘working independently i.e., off site, using technology to communicate

with others remotely. For example, it could be defined as ‘any form

of substitution of information technologies (such as

telecommunications and computers) for work-related travel: moving

work to the workers instead of moving workers to the work’

(Nilles,1998)

Flexible working:

‘employers and employees working together to find out how they can

both gain from more imaginative approaches to working practices’

(Department of Trade and Industry, 2000).

Work-life Balance:

‘a better quality of life outside work’ & ‘the ability to balance work

commitments with those of your life outside’ (Interviews, 2006)

Research Aims

• Devise an e-worker typology categorising e-workers by their e-

working skills and experience, behavioural competencies and key

outcomes:

– Develop a new scale to measure the impact of remote working on job

effectiveness, well-being and work-life balance.

– Explore the definition of e-workers and the variability in working styles

and practices, including work-life balance issues to establish a

classification defining the ‘developed and ‘undeveloped’ e-worker.

– Develop a typology providing individuals and supervisors with a

benchmark against which to aid identify potential problem areas

leading to improvements in their e-working skills and competencies.

– Provide the basis for the development of a diagnostic tool to help e-

workers to improve their overall performance and productivity.

Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved

Phase One

Phase Three

Phase Two

Review literature

Confirm definitions

Qualitative i/vs

exemplars

Thematic analysis

Qualitative interviews

Framework analysis

Revised Typology

Design & Method: Phasing

Quantitative survey

Using competencies and

skills

Thematic analysis to open

ended questions

Typology drafted

Phase One: Qualitative Interviews

• Semi-structured interviews

• Exemplar e-workers voluntary based on:

– Length experience as e-worker

– Proficiency to use technology remotely

• Three sectors: public, private, voluntary

• Five organisations

• Thematic analysis: 10 themes

Findings

Phase One: Research themes

Remote

e-working

E-working Practices

Work-life

Integration

Social Interaction

Role Autonomy

Managing

Boundaries

Decision

Making

Productivity &

Performance

Trust

Individual Differences


Phase One: Sample Quotations

Positive:

‘gives me an option, a choice, so if I do need to work at home I can’

‘I can see emails straight away, I’m very good at setting boundaries’

‘I think employers see the positive effect it has on the work force and the increased productivity’

Negative:

‘life outside work probably is not so good as it starts blurring boundaries, you do not simply walk out of the office and lock the door, you have got the office in brief case wherever you are’

‘I can be on a computer at 2am, this is not good for health’

‘Some work cultures do not want to go the e-working route, there is a cloud of mistrust’

Phase Two: E-work life Survey and measure

development

• Generate items from thematic analysis literature to form item pool (104 items)

• Develop suggested dimensions

• Validity checks made, items reduced to 76

• Qsort n = 13 exemplar e-workers

• Expert panel – items refined/reduced to 39 items

• E-Work life survey conducted n=187 e-workers

Phase Two: Sample items

When e-working I often think about work related problems outside of my normal working hours

When e-working from home I do not know when to switch off/put work down so that I can rest

My supervisor gives me total control over when and how I get my work completed when e-working

I trust my line manager to advise me if I am not effectively performing while e-working

My organisation trusts me to be effective in my role when I e-work remotely

Analysis found 8 factors:

1.Work life integration

2.e-working effectiveness

3.e-job effectiveness

4.e-well being

5.Managing boundaries

6.Role conflict

7.Trust

8.Management Style

• Finalised 28 item uni-dimensional scale α=0.851

Phase Two: 8 Dimensions for

measuring e-workers

Developing a remote worker

competency framework

Personal

Qualities

Skills

Behaviours

• Individual differences

• Motivation

• Personality

• Procrastination

• Self confidence

• Technology

• Communication

• Time management

• Networking

• organised

• Work-life balance

• Self discipline

• Ability to work alone

• Tenacity

• Social relationships

• Trust

• Productive

Attitudes:

• Conscientious

• Integrity

• Stays in touch

• Open to new

ideas

The ‘Resilient E-Worker’ Competency ?

Attributes:

– Manages work/home boundaries

– Effectively integrates work and home responsibilities

– Well organised meets deadlines

– Productive

– Technically competent with IT and new developments

– Able to self motivate and work alone

– Self disciplined

– Communicates using appropriate technology

– Networks in the wider community to stay in touch with developments

– Adheres to health and safety legal requirements

– Exercises and looks after well-being

– Satisfied

– Is trusted….


Phase Three: Sample Quotations from

interviews

‘As a manager I would expect an e-worker to achieve

targets, would I be precious about the time they take no,

it is about task management’

(Senior Manager, Voluntary sector)

‘..I try and compartmentalise as much as possible because

obviously my children are very young so it would be

difficult to work with them around, so I arrange child-

care or do evenings after they have gone to bed’

(Professional, Public sector)

Phase Three: Sample strategies

• Individual:

– Engender trust by delivering against

objectives and requirements

• Supervisory:

– Be a good role model for e-working

• Organisational

– Encourage a culture of trust that is based on

outputs and productivity as opposed to

presenteeism

Risks for employees

• Working long hours ‘the triple shift’

• No rest/time for recuperation away from work

• Work-life balance: impact on family/friends/other

life and life satisfaction

• ‘Always on’ culture ‘addiction’ to work

• No-one is aware of extra hours being worked

• Stress levels may increase without line

manager’s awareness

• Increased mistakes due to tiredness

• Poor health, back/neck/eye strain very common

Risks for employers

• Health & Safety may be breached

• Ergonomics – need to consider physical health

of employees when working off site

• The ‘invisible’ worker - line managers may not

be aware of long hours spent working

• Stress cannot necessarily be seen

• Line managers may set poor examples ‘always

on’ culture

• Can lead to absenteeism, low productivity,

reduced job effectiveness (mistakes), isolation

Practical implications for Senior Managers

What can organisations do differently?

• Assessing new and existing e-workers based on key competencies

the ‘resilient’ e-worker

• Provide training for existing, and particularly for new e-workers on

the issues surrounding both over and under working, well-being

including physical/mental fitness and social concerns

• Consider providing new remote e-workers with a mentor/buddy

• Line Managers/supervisors offer support and coaching to remote

workers, e.g., work-life balance, health and workload

• Good management practices may provide a much needed link to

remote e-workers effectiveness and well-being

• Consider the ‘always on’ culture and the impact this may have on

employee stress and burn out.


Summary & Conclusions

Main findings:

• There are differences between e-workers in autonomy, access to technology

and ability to manage workload

• Key competencies and skills were found to be important for ‘developed’ e-

workers

• The ‘resilient e-worker’ will have certain attributes

• The ‘effective’ e-worker typology provides a means to benchmark illustrates

the need for development and training

Next steps for research:

• The typology could inform occupational health policies and best practice for

organisations

• Further validation and piloting of the online e-work life scale (looking for

organisations to take part)

• Competency Framework for Manager’s of remote e-workers


E-work life tool: http//:ework-life.org.uk

Key references

• Baruch, Y. (2000) 'Teleworking: Benefits and Pitfalls as Perceived by Professionals

and Managers'. New Technology Work and Employment 15 (1), 34-49

• Grant, C.A., Wallace L.M. and Spurgeon P. C. (2013) An exploration of the

psychological factors affecting remote e-worker’s job effectiveness, well-being and

work-life balance. Employee Relations Vol 5, 35

• Handy, C. (1995) ‘Trust and the Virtual Organisation’. Harvard Business Review 40-

50 cited in Jackson, P. J., and Van der Wielen, J. M. (1998) Teleworking:

International Perspectives from Telecommuting to the Virtual Organisation. New

York: Routledge: 11

• Kowalski, B. K. and Swanson, J. A. (2005) ‘Critical Success factors in developing

teleworking programs.’ Benchmarking: An international Journal 12 (3), 236-249

• Morgan, R. E. (2004) 'Teleworking: An Assessment of the Benefits and Challenges’.

European Business Review 16 (4), 344-357

• Nilles, J. M. (2007) ‘Editorial: The future of e-Work’. The Journal of E-Working (1), 1-

12


Email: [email protected]

Web site: http://ework-life.org.uk

Twitter: @GRANTMSC

Blog: http://www.v3.co.uk/2396909

http://ework-life.org.uk/

http://www.v3.co.uk/2396909

Adapting to the evolution of the workplace

Ksenia Zheltoukhova

CIPD Research

Top characteristics of an agile business

• Rapid decision-making and execution

• A high-performance culture

• The ability to access the right information at the right time

• Accountability and credibility

• Flexible management of teams and human resources

• Decentralised or “flat” management reporting structure

• Lean operations

The Economist Intelligence Unit

Human capital core to creating

organisational value

Employees’ expectations are changing…

Traditional career preferences 2005 2014

Striving for promotion into more senior posts 55 33

Work as central to your life 48 28

Career success is very important to you 58 41

A job that pays a lot of money 15 21

And the ways in which they interact with the workplace

35%would like to change their working arrangements

14%

47%

Regularly work extra

hours

…to match their

preferred pace of working

45% take calls or

respond to emails when not at work

11% read but

don’t reply36% do so

through choice

1 in 10 are at a customer/client site most of the time

Less than 2 in 3 are at the same work station most days

Types of agility

Workforce agility

Flexible working

Organisational processes and

structures

Skills

Evolving business

needs

Changing employee needs

Barriers to overcome

• Focus on risk management in the ‘now’• 56% name operational pressures as the top barrier to training

and development of staff; 58% - to greater workplace flexibility

• 39% of employees say they can rarely find time for training and development

• Low-trust environment• 35% are concerned about the quality of work among atypical

staff

• Negative line manager and senior manager attitudes – a barrier to flexible working

• Lack of a systemic approach in improving organisational responsiveness to change

• 5% of job roles have time (‘slack’) built in for experimentation and rapid response

• 5% use commission outcomes (no fixed hours, only an output target)

Case study - Deloitte

WorkAgility programme: principles approach

• Outcomes, not inputs, matter

• Mutual trust

• Two-way communication

‘It requires a shift in mindset from the traditional 9–5 with an hour for lunch, which is rarely a reality, to much more nimble thinking that recognises nothing is static. It’s about give and take, starting with the principle of mutual trust and that people are accountable for their role in delivering the best service to their clients. It’s about finding a fair and flexible balance of what works for the firm and the team, as well as the individual meaning.’

‘People are now looking for an experience which isn’t governed by a very hard and fast set of rules. I think that’s a shift in mind-set, from an HR point of view, in terms of how you work. It’s being a little bit more open to thinking about and finding ways of making things work. That particularly relates to how well you implement agility, because it’s very difficult to drive agility through a rigid set of processes and systems.’

Build the business case (quick wins)

Design an enabling environment (collaboration

with Facilities and IT)

Socialise the new ways of working (Q&A with line

managers)

Case study – Matt Black

Design the organisation in support of Autonomy, Mastery and Purpose (Dan Pink)

• Holistic system that replicates the complexity of the external environment (e.g. regulatory, health and safety)

• Employees operate as entrepreneurs (from design to manufacturing to sales)

• Internal marketplace to agree targets and share workloads

‘It is not so much how we do things but the fact that all people and processes are arranged as a system. We champion organisational design, not a specific model, the same way we would champion bicycle design rather than a single model of bicycle. Most organisations are assembled rather thoughtlessly from a bag of popular organisational “bits”, then patched to overcome the worst and most immediate problems. This is not a good way to design bicycles, nor is it a good way of designing organisations.’

Traditional operating modelExternal incentives to change

the way of working

Organisational environment enables a new way of

working

In summary

• World of work increasingly diverse

• Employees expectations are changing

• Workplaces need to adapt to the needs of people and the business

Mobile Scotland 2015

CREATING AN

INFRASTRUCTURE TO

SUPPORT MOBILE WORKING

John Cooke – Mobile Operators Association

www.mobilemastinfo.com

Mobile working boosts productivity. The gains from 4G LTE mobile broadband could be

worth around £1.1 billion to Scotland’s economy. The value to public sector productivity in

Scotland from improved mobile services could be up to £116 million per annum.

Such benefits depend on having a mobile signal in place. And having mobile signal

depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you

won’t get a signal.

Mobile network operators are already investing around £5½ billion to upgrade their

networks, and have agreed to provide voice and text coverage to at least 90% of the UK

land mass by the end of 2017.

Low population density and difficult topography increase the costs of building and

running network infrastructure in much of Scotland. Around half of all the operators’ base-

stations run at a loss.

Regulation also increases operators’ costs and prevents the deployment of more

infrastructure.

The single biggest regulatory barrier to better mobile coverage is the Electronic

Communications Code. Whatever the outcome of the General Election, the next UK

Government needs to introduce legislation to reform the Code as a matter of urgency.

Local councils should consider using the powers in the Community Empowerment Bill to

reduce business rates on masts in areas where the economic case for providing mobile

coverage is weak.

Local authorities should determine planning applications on the basis of planning policy

and law, not on the basis of the objections of a vociferous minority motivated by alarmist

tabloid headlines. They need to consider the adverse economic and social implications of

not having full coverage or capacity in an area.

Introduction

Good morning. I am John Cooke, Executive Director of the Mobile Operators

Association, which represents the four UK mobile network operators – EE, Telefónica

UK, Three UK, and Vodafone.

We‘ve already heard today about some of the cultural and organizational issues that

need to be addressed to enable mobile working. I’ve been asked to talk about the

physical infrastructure that needs to be in place to enable connectivity. In some ways,

providing that is simpler than overcoming some of the cultural barriers, though it’s not

without its challenges.

In the next twenty minutes, I’m going to say a bit about how networks are expanding to

improve coverage; and about some of the challenges operators face in doing that.

First, though, I’d like to discuss some of the benefits of mobile working for firms and for

the public sector. And I’m going to talk about that first, because the benefits of mobile

working are why we are all here. If there weren’t any benefits, we wouldn’t bother

doing it.

The Benefits of Mobile Working

There have been numerous studies showing that increased mobile penetration boosts economic

growth, and that mobile working increases productivity. At the macro-level, a recent report from

Capital Economics says that the eventual productivity gains from 4G LTE mobile broadband could be

worth up to 0.7 per cent of GDP, or £12 billion annually in today’s prices. That’s a UK-wide figure.

Scotland’s share of that would be in the order of around £1.1 billion.

Another report, this one for Scottish Government, in March 2014, estimated the value to public sector

productivity in Scotland from improved mobile services as rising to about £116 million per annum by

2023.

So the headline numbers tell us that mobile working increases productivity. For those more

interested in the human side of the equation, the benefits are equally clear.

We have some excellent hospitals here in Scotland. But if you are in, say, parts of Argyll & Bute or

Sutherland, you are a long way from specialist centres of excellence. Mobile telecommunications

allow patients with complex conditions to be diagnosed or have measurements taken from them, and

then the details can be sent to a specialist who can then advise them on their treatment. That’s just

one example, and there are many more in the ‘National Telehealth and Telecare Plan for Scotland’.

That Scottish Government, CoSLA and NHS Scotland strategy sets out how the use of technology

can transform access to and availability of services in homes and communities, and in more acute

settings. Capital Economics. ‘Improving connectivity — stimulating the economy:

Mobile network operators and the UK economy,‘ November 2014

£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) =

£1.152bn

Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1

http://www.scotland.gov.uk/Publications/2012/12/7791

Capital Economics. ‘Improving connectivity — stimulating the economy:

Mobile network operators and the UK economy,‘ November 2014

£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) = £1.152bn

Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1


http://www.scotland.gov.uk/Publications/2014/03/6913/1


http://www.scotland.gov.uk/Publications/2014/03/6913/1


How Mobile Networks Function

All those benefits depend on having a mobile signal in place. And having mobile signal

depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you

won’t get a signal.

By the way, I’m using the term ‘base stations’, because not all of them will be the large

lattice-type masts that you see in open country. In urban areas in particular, there are

also mobile phone antennas on rooftops, or deployed on what we call ‘streetworks’ –

things that look quite like lamp-posts. There are also small cells, often not much bigger

than a burglar-alarm box, which tend to be mounted on the side of buildings.

I won’t go into vast detail about base stations. However, the point I do want to make is

that mobile devices are low powered radio sets. And base stations receive and transmit

the signals - in the form of radio waves - from mobile devices, whether phones, laptops,

or tablet computers. Each base station only covers a limited geographic area; and each

one can support only a limited number of users at any one time. So coverage depends

on how many base stations you’ve got, and where they are. Not everybody loves them,

but I repeat – if you don’t have a mast, you won’t get a signal.

For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-

are-and-how-they-work/jargon-buster.html

http://www.mobilemastinfo.com/mobile-networks-what-they-are-and-how-they-work/jargon-buster.html

Network Expansion – A £5½ billion Programme

On several measures, mobile connectivity in Scotland is actually pretty good. Here, 99.5% of premises can

get a 2G signal from at least one network, and 97.3% can get 3G. And over 50% of premises already have

access to a 4G signal. Those figures are from Ofcom data from June last year, by the way, and coverage

on 4G, will have increased significantly since then.

That said, I’ll be the first to acknowledge that there are plenty of places in Scotland where the availability of

mobile signals is less than brilliant.

However, the good news is that the mobile network operators are already investing around £5½ billion to

upgrade their networks to deploy 4G, over three or four years, in addition to routine maintenance and

upgrade work.

You will probably also have seen the recent announcement that the four UK mobile operators have

voluntarily reached an agreement to provide voice and text coverage to at least 90% of the UK land mass

by the end of 2017.

Now, a minute ago, I was talking about 99% of premises in Scotland having access to a signal; so why the

big deal about the new agreement to provide 90% coverage? The answer, of course, is that the new 90%

agreement is about geographic coverage, not just people or premises. Nearly a third of the population of

Scotland lives in either Edinburgh or Greater Glasgow alone. If you add in the rest of the Central Belt and

the rest of our cities, that leaves vast areas of our land-mass with very few people. Population density in

Argyll & Bute is a mere 30 per square mile; and in Highland it’s only 20 per square mile. The new

agreement will extend coverage into some of our less densely populated areas.

Ofcom, Communications Market Report, Scotland, August 2014

https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2

For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-are-and-how-they-work/jargon-buster.html




http://www.mobilemastinfo.com/mobile-networks-what-they-are-and-how-they-work/jargon-buster.html

Challenges: Population Density, Topography, and Regulation

Talking about population density brings me to the challenges to providing connectivity in Scotland.

In areas of low population density, the revenue operators get from people using their network will not

cover the cost of building and running the base-stations needed to provide a signal. In fact, around half of

all the operators’ base-stations in the UK as a whole run at a loss.

Topography also affects the economics of providing mobile telecoms infrastructure – just as it affects the

economics of providing other types of infrastructure. It typically costs much more to build a new mast in a

rural area than in an urban area. That’s because each mast has to have an electricity supply, and a

connection to the main telephone network – which we call ‘backhaul’. In rural areas, those connections

are usually more expensive than in an urban area. That’s because connecting a base-station to the

electricity supply or main telephone network in an urban setting –say, just outside Dynamic Earth here –

involves digging a few metres of trench. In a rural location, it might mean digging a trench a kilometre or

more.

The costs of providing infrastructure are even more expensive in upland areas. In rural areas, where

there isn’t a fibre cable available, backhaul is often provided by a microwave link. That’s easy if you are

in somewhere flat, like Lincolnshire. But in an upland area, you will need a chain of base stations. That’s

because mobile devices rely on radio waves; and radio waves travel in straight lines. They won’t go

through mountains. And here in Scotland, we have lots of hills and mountains. Sure, there are some

relatively flat bits, like parts of Angus or Stirlingshire; but much of Scotland is much hillier than most of

England.

So topography and population density are a barrier to building the infrastructure needed to provide

mobile signals, and hence enable mobile working.

However, regulation and policy play a part in affecting the economics of base-stations. And policy and

regulation operates at three levels: UK Government, Scottish Government, and local authority.

Scottish Government Regulation

Most of the regulations affecting mobile telecoms are reserved to Westminster: the only

two areas where Scottish Government has any real control are on planning and on

business rates.

On planning, when I was addressing this sort of event 18 months or two years ago, I

would complain about the planning system for telecoms here in Scotland. It used to be

much more restrictive than its English and Welsh counterparts. However, last year,

Scottish Government brought in some changes that moved Scotland from being the most

restrictive in the UK, to being in a position where it’s at least as supportive of telecoms

infrastructure deployment as anywhere else. So Scottish Government has done much to

support connectivity, although ideally, we would have liked the Scottish planning reforms

to have gone further, specifically in relation to new masts,

Scottish Government is also taking some action on the burden of business rates. The

Community Empowerment Bill, now progressing through the Scottish Parliament, will if

enacted give individual local authorities the power to reduce rates for specific activities.

So in places like The Borders or Aberdeenshire, local authorities might look at reducing

rates on masts in areas where providing a mast would otherwise be uneconomic. Now I

know that local government finances are stretched. However, if a mast isn’t built at all,

because it’s uneconomic to do so, there will be no business rates income anyway. But

reduced rates on a mast that is built are better than nothing; and having a mast will also

boost economic activity, more efficient public service delivery, increase social inclusion,

and enhance the sustainability of small communities in areas that currently suffer from

poor connectivity.

The Role of Local Communities

That brings me on to the role of local communities and local planning authorities in improving

connectivity. They should look at the powers under the Community Empowerment Bill once it becomes

law. In the meantime, they can help find sites that are available at reasonable rents.

Some of them should also take a more supportive attitude to planning applications for new masts. If you

wanted to build a new mast in rural Aberdeenshire or the Borders, you probably won’t get many

objections, because folk there are keen to get better mobile coverage. But that isn’t the case

everywhere, either here in Scotland or elsewhere in the UK.

The places where you tend to get more objections are those where there is already some coverage. So

folk will say “we’ve already got a signal here, we don’t need any more masts”. However, we will need

some more base stations, especially in urban areas, to provide extra capacity on networks. In recent

years, there has been a huge and rapid growth in the volume of mobile traffic. That’s not people making

more calls – it’s more and more people accessing the Internet from a smartphone or tablet – perhaps

viewing something on YouTube or BBC iPlayer, for example. Here in Scotland, 62% of adults have a

smartphone, and 42% of us have tablet computers. All this puts demands for additional capacity on

mobile networks. That’s because data takes up far more capacity than voice calls or texts. A video clip

will take around 10 times as much capacity on networks as a voice call. So we need more base stations

to cope with that.

So when councillors on planning committees are considering applications for telecoms sites, they

should talk to those in their local authority who are responsible for economic and social development.

They should also do so on the basis of planning law and policy, not on the basis of a tabloid headline

about the alleged health effects of phone masts. I’ll happily take questions on that in the Q&A session.

All I’m going to say about it now is that there is simply no credible scientific evidence that mobile phone

masts operating within guideline levels cause any adverse health effects.


The Role of UK Government

All the other regulatory levers that might remove some of the barriers to better mobile coverage are

reserved to Westminster. Electricity costs and the cost of backhaul are susceptible to regulatory

intervention, and we have suggested that UK Government should look at these.

There is also a piece of UK legislation called the Electronic Communications Code that acts as a barrier to

providing mobile site and that needs to be reformed. In fact, in terms of improving coverage in rural areas,

reforming the Electronic Communications Code is the single most important thing that UK Government

could do.

Conclusion

Mobile and flexible working offers huge potential benefits to Scotland. The catch-22 is that although our

geography means that those benefits are potentially even greater than in more densely-populated

countries; but it also means that providing the infrastructure to facilitate connectivity is more expensive.

Operators are investing over £5½ billion to upgrade the mobile networks, but can’t improve coverage

without support from others.

Scottish Government has already done much in terms of reform of the planning system.

Local councils should consider using the powers in the Community Empowerment Bill to reduce rates.

When they are looking at planning applications, they should also worry less about unfounded tabloid

headlines, and think instead about the economic and social implications of not having full coverage or

capacity in an area; if you don’t have a mast, you won’t have a signal.

And whatever the outcome of the General Election, the next UK Government needs to introduce legislation

to reform the Electronic Communications Code.

Mobility?

We need to talk…

What next?

Martyn WallaceHead of Digital Channel Sales – Enterprise

@MW_O2UK Slide 1 of 622

Everyone now has the power to innovate in

a digital world thanks to the marriage

between the two great innovation platforms

of the 21st century: internet and mobile.Dr. Mike Short, VP Telefónica,

Financial Times, April 2013

1973 1983

Motorola

DynaTAC

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20031999 2007 2013

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International

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StarTACNokia

8110

Motorola

Razr

Nokia

N80

Nokia

1200

Apple

iPhone

Samsung

Galaxy SIII

BlackBerry Z10

Samsung

Galaxy S4

First

mobile

call

4G

Nokia

2110

1993

Nokia

Communicator

O2 xda

The mobile phone is over 40

2014

3G2G1G

Smartphones are used everywhere

97%

85%

72%

64%

61%

61%

59%

52%

44%

28%

16%

Home

On the move

Work

In-store

Coffee Shop

Public Transport

Restaurant

Social Gathering

Airport

Doctors

School

Source: Google Survey on Internet Usage

Smartphones are a central

part of our daily lives

say they have used their

smartphones every day in the past 7

days

59%

Source: Google Q1 2013

Smartphones are

Always On, Always with

You

say they don’t

leave home

without their

device

78%

Source: Google Survey on Internet Usage

Not so long ago, people

just danced at concerts.

Now they click, video,

share & tweet_

Time spent per day by O2 UK smartphone users,

by application

Source: UK Smartphone Data 2012 (O2 users only)

25 mins

17 mins

16 mins

14 mins

12 mins

11 mins

10 mins

9 mins

9 mins

3 mins

Browsing the internet

Social networks

Listening to music

Playing games

Making calls

Email

Texting

Watching TV/Films

Reading books

Taking photos

128TOTAL

MINUTES

PER DAY

Media + Data Upload + Sharing from mobiles =

Ramping fast and is still in early stages

Explosive growth

but still early

stage.

Photos Video Audio Data uploadRamping fast Still emerging Still emerging

NowFirst

0.9%2.4%

6.0%

10.0%

15.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

2009 2010 2011 2012 2013 2014 2015

Mobile traffic as % of total Internet traffic

Global mobile Internet traffic as a % of total Internet traffic 2009-2013

Source: Statcounter Global Stat 5/13.

Actual Q1 14

YouTube uploads reach 100 hrs per minute!

6 years ago it was nada.

0

20

40

60

80

100

120

2007 2008 2009 2010 2011 2012 2013Source: YouTube

100hrs

per min

No. hours of video uploaded to YouTube every minute

Technology cycles

Mainframe

computing

1960s

Still early cycle on smartphones & tablets.

Now wearables coming on strong, faster than the typical 10-year cycle.

1970s 1980s 1990s 2000s Today

Mini

computing

Personal

computing

Desktop

Internet

computing

Mobile

Internet

computing

Wearable/

Anywhere

Internet

computing

Sensor-enabled wearable technology

Where technology meets fashion

3rd party apps

API partners

Accessories

Development Platform

Less distracting when

receiving alerts,

reminders and messages

Attention-getting

Voice or gesture control

Hands-free

Low power consumption

Instant wake

Background working/sensing

Always on

Wifi

3G/4G

Bluetooth

NFC

Connected

GPS

Accelerometer

Compass

Camera

Environment aware

Source: MIT, KPCB

Innovation: Sensory Intelligence

Sensors will get smarter and become more pervasive in 2014. We already have cars that can help us parallel park and thermostats that learn based on how you use them. We even have sensors built into athletes’ helmets that measure the impact of blows thus potentially preventing further injury.

No longer will our plants die if we go on holiday, we can keep them alive through tweets.

Innovation: Internet of Things hits mainstream

For years we have spoken about the internet of things, but they have never impacted our daily lives. In 2014 the internet of things became bigger, with a number of physical products becoming internet enabled and creating networked services and solutions.

From the creation of connected bikes, to reality that you will never lose anything again thanks to Tile.

These things will really change consumer behaviour.

http://www.ridehelios.com/

http://www.ridehelios.com/

http://estimote.com/

http://estimote.com/

http://www.thetileapp.com/

http://www.thetileapp.com/

CYBER PROTECTION

Unified Comms.

Managed IT

SIP

Mobile Apps

IoT / M2M

Internet

VDC

Cloud Insights

Interactive Messaging

Converged

core

Voice

Security

A complete, secure e2e Vision_

“From the device to the data center”

Robert HutchisonDirector, Exactive

[email protected]

@themissinglync

The Case for

Mobile Working

Strategy

mailto:[email protected]

What is Work?

The Personal Computer Age

Information Worker Age

359,000 workers took the day off

Price tag - £37m

Why?

Miserable weather

Commuting in the dark

Long gap between holiday

Depression over Christmas debt

“National Sickie Day” – 2nd Feb

• 124m hours lost in 1 week in January in UK

• Price tag - £470m per day

• Snow

• Floods

• Volcanoes

• Fires

• Personal situations

Weather Report

Weather Forecast:4 inches of snow tomorrow

1. Completely flexible immediately

• Everyone can work remotely until back to normal

• Staff know exactly what to do

• Everyone has access to their usual systems

2. Flexible in theory but not in practice

• There’s technology in place but in reality people need to be in the office to be considered working

• People feel they need to be in the office

3. Not flexible at all

• No access to systems from outside the workplace

• Staff need to be in the office or they’re not considered to be working

How Flexible is Your Organisation?

• Insufficient technical systems or knowledge on how to use them

• Unclear rules around flexibility of work

• Trust – Adopting a productivity over presenteeism approach

• Insufficient boundaries between work and private life

Biggest Stumbling Blocks

The Benefits of Unified Communications

& Flexible Workplace Models

Benefits

Reduced Costs

Productivity

Increase

Employee Retention

Business Continuit

y

• Overworking

People tend to work much longer

They forget to switch off

Energy levels decrease, stress levels increase

• Colleague support

Flexible working needs to be in the DNA of the

organisation

Work is something that you do, not somewhere you

go

Trust is important

Challenges

1. Define Vision and Goals

2. Involve Management

3. Verify Feasibility

4. Implement New Rules

5. Define Rules of

Engagement

6. Involve employees

7. Measure Success

7 Step Work Anywhere Checklist

Those who fail to plan…

plan to fail

www.Exactive.co.uk/working-home-calculator

[email protected]

@themissinglync

http://www.exactive.co.uk/working-home-calculator


© 2014 VMware Inc. All rights reserved.

Bring Your Own <Anything>

Alistair Sutherland

February 2015

Why Change? Drivers

• Employee satisfaction is distinct from productivity

76

Gartner 2014

Why Change - Obstacles

77

• Cost and complexity remain major obstacles

78

Devices will be lost

Breaches can be expensive

Passwords aren’t good enough

Policies can be tricky in real-life

Think globally

Example Use Cases

79

Stuart Smith - techwriter (contractor)

80

Who is Stuart?

Skills and role

• Technical writer and illustrator

• Long periods of solo-working

• Works with many companies

Devices Apps and Data

• Office, Adobe creative suite, Online Project Management, HR tools

• Access to product documentation, internal development documents

Devices

• Lives on his MacBook Pro –

• Uses iPad in meetings

• Gets email on an iPhone

Workstyle

• Does his best work in the evenings

• Flexible schedule

• Long hours to meet deadlines

• Minimizes office time

Risks

• Internal intellectual property, but primarily external facing

Stuart Smith- techwriter (contractor)

81

In an ideal mobile-cloud world…

Skills and role

Allow Stuart to onboard and get productive day 1

Devices Services

Allow Stuart to use his productivity and creative apps

Deliver company specific apps on-demand (in this case web apps and SaaS

Easily collaborate with client(s)

Devices

Allow use of personal devices

Avoid logistics of issuing and returning a temporary device

Workstyle

Same experience no matter where he is working

No training required

Risk Mitigation

Protect sensitive documents through encryption and DLP

Keep all of his devices off of the network

Enforce SSO for easy onboarding and separation

Dr. Lucy McCall

82

Who is Dr. Lucy?

Skills and role

• Hospital Consultant

• Private practice

Devices Apps and Data

• Occasional use of productivity apps

• EMR system in practice

• EMR system at the hospital

• Radiology viewer

• Mobile patient vitals telemetry app

Devices

• She has a personal laptop

• She has an iPad

• Gets email on a personal iPhone

• She has practice-owned PC in her office

• Hospital-owned PCs in-room / cart at the hospital

Workstyle

• Works at home – all hours

• Works from her private practice (scheduled hours)

• Works from the hospital, both scheduled and unscheduled

Risks

• Inability to access records required for patient care

• Patient records –regulated privacy laws -personal liability, hospital liability for lost information

Dr. Lucy McCall

83

In an ideal mobile/cloud world…

Skills and role

Dr. Lucy wants to provide the best possible care and use any tools she can to get there

Devices Services

Allow Dr. Lucy to have access to EMR / Clinical apps

Leverage the latest native mobile clinician apps

Collaborate with colleagues

Devices

Allow Dr. Lucy to use the device of her choice (as she will anyway)

Workstyle

Has ability to care for her patients wherever she happens to be, at any time of the day or night

Minimal training required – no distractions or learning new processes

Risk Mitigation

Ensure the protection of patient information

Keep sensitive data off of any device that could be lost or stolen

Maintain safeguards for information not available outside the hospital

What do these use cases have in common? (or not)

84

Device choice

Complex workstyles

Applications

Data leakage protection

Tolerance for IT

There is no one-size-fits-all technology

Where to start?

Policy Engine

App Store / Service

Catalog

Identity

Management

• Seamless SSO

• All credentials

under IT control

• More than just

passwords

• Standardise connections, not assets

• Activity-level tracking and control

• Legacy and new services

(external too)

• Scenario-based

• By user and user group

• Activity, not access

• Extensible

So what do I need?

86

Multiple Valid Device Management Approaches

MDM Manage the Device

ContainerisationManage a

Workspace

Hybrid

Example: BYOD

Example:

Corporate-owned

87

Mobile Device Management (MDM)

• Extend IT security policies to mobile deployments

• Enable access to enterprise services and resources

– Device wide passcodes

– Certificate distribution for WiFi

• Configure device settings and policies through profiles

• Assign profiles based on device, ownership or group

• Quarantine devices and manage by exception

• Automate IT processes and workflows

• Provide helpdesk and self-service to corporate users

• View and report all mobile assets and policies

A policy & configuration tool to

help enterprises manage and

secure devices and corporate

resources

Containerisation

• Provides a separate encrypted space on a device to manage

– Enterprise apps

– Secure access to apps, email and data

– With added security

• Allows access to enterprise data without requiring full MDM

– For example think about passcode to access corporate app not their own device!

89

Mobile Application Management

• Manage enterprise, public and purchased apps

• Integrate with App Store, Google Play, Amazon

• Create a custom Enterprise App Catalog

90

• Add security to existing applications

• Track app inventory, versions and

compliance

• Enable single sign-on for enterprise

applications

• Run reputation scanning

Mobile Content Management

• Provides enterprise-grade security policies and data loss prevention (DLP)

• Should offer flexible content storage in the cloud or existing repositories

• Content sharing, editing, feedback and peer collaboration

• Content dashboard and analytics with complete audit trails

• Device-aware file distribution, access and compliance with MDM

Mobile Application

Sync content

Desktop Client

Sync content

Web

Self-Service Portal

Mobile Email Management

• Automate configuration of settings and credentials

• Define email compliance policies and actions

• Block email access based on make, model or OS

• Install, remove and manage email certificates

• Encrypt email attachments for data loss prevention

• Prevent copy/paste of data to 3rd party apps

• Wipe attachment content from compromised devices

92

Mitigate Business Risks

• Require users to accept Terms of Use to access corporate services

• Inform users about data captured and actions allowed on the device

• Track, report on compliance and update agreements over time

• Assign and enforce different agreements based on:

– User role – End users vs. administrators

– Ownership – Corporate vs. employee

– Platform – iOS vs. Android

– Department, business unit or country

• Support multi-lingual agreements across the company

• GPS location

• User info

• Name

• Phone

number

• Email

account

• Public apps

• Telecom data

• Calls

• Messages

• Data usage

Protect Employee Privacy

Ensure privacy of personal data

• Set privacy policies that do not

collect personal data

• Set custom policies for employee-

owned devices

Define granular privacy policies

5 steps to success with BYO programs

95

Start planning by identifying people

(name them)

Get clear on the objective…

Build a list of services and

prioritise

Design policiesIdentify the top risks of data loss /

network breach

Is BYOD part of your wider EUC Strategy?

96

A Method for Building EUC Strategic Plans

Traditional planning approaches evaluate requirements as a “still life picture” - they need to see them as a moving picture

Think of “low resolution” frames in that moving picture for today (current state) and a desired future state

First define business objectives, then make technology choices. This ensures the future state is in tune with business goals

After the defining low resolution, you can move to create a “high resolution” version of EUC journey, with intermediate steps

Current

State

Future

State

Approach

In order to evaluate the business drivers and objectives for both current and future state in “low resolution” we use

the GRAPE Model to produce an overall score

a user segmentation model that plots user mobility, autonomy

98

•How do you decide which devices can be used and which applications are deployed by which workers?

Governance

•How do you make sure end-user applications are kept up to date?

•How do you deal with unplanned outages?

Risk

•How do you maintain records of user activity and access for compliance regulations?

Audit

•Do users believe they have the right tools to perform their work effectively?

Productivity

•What workforce growth or contraction plans do you have?

Elasticity

Conclusions

99

Recommendations

100

Match the technology to the

business case (MDM/

containerisation/ MAM)

Build policy by user and group with focus on activity not

access

BYOD should be part of a wider EUC

strategy

Thank You

101

Mobile Working:

The Legal Implications

Ross McKenzie

26 February 2015

Aberdeen

Edinburgh

Glasgow

Identifying Your Data

Business Know-How

Client Lists

Employee Records

Financials

Identifying Your Data

Personal Information

• Data Protection Act 1998

• Privacy & E-Comms Regs

• Related ICO Guidance

Business Know-How

• Obligations to 3rd parties

• General risk for business

• Industry standards?

• Freedom of Information

Key Risk Area – Misuse of Confidential Info

• Mobile working makes it easier for information to be

disclosed and IP to be leaked

• Use of contracts and undertakings

– Employee and supplier

• Should you allow certain employees to even work

from home e.g. highly sensitive research

Key Risk Area - Data Protection Act 1998

• A human right

• Information about living individuals is protected by

8 principles

• Individuals have a right to know what information is

held about them

• Enforced by the ICO

Principle 7 - Security

• Requires that “appropriate technical and

organisational measures should be taken against

unauthorised or unlawful processing of personal

data and against accidental loss or destruction of, or

damage to, personal data.”

Proportionality Test

• “Having regard to the state of technological

development and cost of implementing any measures,

the measures must ensure a level of security appropriate

to:

(a) the harm that might result form such unauthorised

or unlawful processing or accidental loss, destruction or

damage as are mentioned in the 7th principle; and

(b) the nature of the data to be protected.”

ICO Focus on Security

• Very vast majority of enforcement action due to

security breaches affected sensitive personal data

• Guidance

– Bring Your Own Device Guidance

– Report on IT Security

– Data Sharing Code of Practice

• Recognition of “Cyber Essentials Scheme” by

Christopher Graham (Information Commissioner)

What happens when things

go wrong?

Monetary Penalty Notices

£500k

Aberdeen City Council Monetary Penalty Notice

• Facts

– Employee working from home on personal computer

and inadvertently uploaded 4 documents containing

sensitive personal data from USB stick to internet

which could be accessible from the web

– No home working policy in place and staff permitted

to work from home

– DP policy was seen as “impractical and ambiguous”

– “Tele-working” policy addressing health and safety

issues but not data security issues

Aberdeen City Council Monetary Penalty Notice

• Fine of £100,000

– Council failed to take appropriate technical and organisational measures against unauthorised processing e.g.

• No home working policy;

• Not providing appropriate equipment to make home a safe place to work;

• Insufficient training;

• No checks in place.

– High fine due to nature of information and breach of a kind likely to cause “substantial distress”

Top Tips

• Implement a “Bring Your Own Device” policy and

related Data Protection Policies

• General security steps (where penalties are issued):

– Encryption and access (eg VPN)

– Webmail and removable media?

• Undertake training of staff to raise awareness

• Engaging management?

• Use a Privacy Impact Assessment

Undertake a Privacy Impact Assessment

Step 5 –Integrate Outcomes into Project Plan and Consult Throughout

Step 4 – Identify Privacy Solutions

Step 3 – Identify the Privacy and Related Risks

Step 2 – Describe the Information Flows

Step 1 – Identify Need for PIA

New EU Data Protection

Regulation...

Any practical change?

• Fines of up to 5% annual worldwide turnover

• Express consent

• Specialist DPO if 5000+ data subjects affected

• Privacy impact assessments will be required

Ross McKenzie

Associate

Direct Dial: +44 (0)1224 618550

Mobile: +44 (0)7876 861 828

Email: [email protected]

[email protected]

We’d like to hear from you....


© 2015 Grant Thornton UK LLP. All rights reserved.

A journey of mobile implementation

Greg Swift

IS Director

Grant Thornton UK LLP


Who are Grant Thornton UK LLP?

• leading business and financial advisor

• over 30 locations in the UK

• led by over 200 partners and employs over 4,500

people

• personalised Assurance, Tax and Advisory

• leading agenda for growth

• member of Grant Thornton International Limited


Drivers for mobile solutions – the business

• technology enhancements

• client and intermediary higher expectations

• continuing desire to provide excellent client service

• desire to provide flexibility to our people

• drive to reduce travel costs

• maximise effective use of property

• improved business continuity


Benefits for Grant Thornton - the user

• not tied to the office or laptop

• have easy access to People Directory, calendars,

corporate applications

• people updated easily on key information

• spend more time out with clients

• easy updates to CRM activities

• enterprise voice – follow me anywhere unified

communications



Invested in developing Blackberry Apps

• internal representative focus group

• key is secure authentication

• applications

– "Who's Who" (people directory)

– CRM system

– weekly internal communications

– relationship checks

– creditor payments re: Insolvency clients

– ad hoc (eg budget summary)



And then …….


Challenges of user expectation vs business needs

• "Command and control" approach no longer

appropriate

• CYOD, BYOD – need to find a way to

accommodate and work for both business and it's

people

• security is still key – for any endpoint

• impact on internal infrastructure eg Wi-Fi from

device usage

• need to be aware of costs


Lessons Learned

• ensure the approach used aligns to business

strategy, culture and be transparent

• good broadband and /or Wi-fi is absolutely critical

• CIO/IT Director work with FD on financial policies

• CIO/IT Director work with HR people policies

• have a review schedule for BYOD & CYOD

• strategy for identity management is key

• adopt a flexible development platform

• security awareness by your people


one thing is for certain

In summary, there is no turning back!


A journey of mobile implementation

Greg Swift

IS Director

Grant Thornton UK LLP


Who are Grant Thornton UK LLP?

• leading business and financial advisor

• over 30 locations in the UK

• led by over 200 partners and employs over 4,500

people

• personalised Assurance, Tax and Advisory

• leading agenda for growth

• member of Grant Thornton International Limited


Drivers for mobile solutions – the business

• technology enhancements

• client and intermediary higher expectations

• continuing desire to provide excellent client service

• desire to provide flexibility to our people

• drive to reduce travel costs

• maximise effective use of property

• improved business continuity


Benefits for Grant Thornton - the user

• not tied to the office or laptop

• have easy access to People Directory, calendars,

corporate applications

• people updated easily on key information

• spend more time out with clients

• easy updates to CRM activities

• enterprise voice – follow me anywhere unified

communications



Invested in developing Blackberry Apps

• internal representative focus group

• key is secure authentication

• applications

– "Who's Who" (people directory)

– CRM system

– weekly internal communications

– relationship checks

– creditor payments re: Insolvency clients

– ad hoc (eg budget summary)



And then …….


Challenges of user expectation vs business needs

• "Command and control" approach no longer

appropriate

• CYOD, BYOD – need to find a way to

accommodate and work for both business and it's

people

• security is still key – for any endpoint

• impact on internal infrastructure eg Wi-Fi from

device usage

• need to be aware of costs


Lessons Learned

• ensure the approach used aligns to business

strategy, culture and be transparent

• good broadband and /or Wi-fi is absolutely critical

• CIO/IT Director work with FD on financial policies

• CIO/IT Director work with HR people policies

• have a review schedule for BYOD & CYOD

• strategy for identity management is key

• adopt a flexible development platform

• security awareness by your people


one thing is for certain

In summary, there is no turning back!

© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."

Richard M Marshall PhD

@rmmarshall

+richardmmarshall

Mobile and theFuture of Work

http://pvs.gartner.com/technology/about/policies/usage_guidelines.jsp

http://pvs.gartner.com/technology/about/ombudsman/omb_guide2.jsp

© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Mobile Work Today

Immediacy

Efficiency

Consistency

Accuracy

Usability

Competitivity


Mobility Is Key To Digital Business

Personal Professional

Consumer Enterprise

Any job, Anywhere, Anytime, Any application,Any device, Any network, Any customer, Any partner…

The ANY Generation

Unmanaged

Open

Managed

Regulated


Mobility is The Future of Work

144

Hands-freeOperation

ManyDifferentDevices

Project-SpecificApps

More and moreMeasurement

DirectDataCapture

SmartEquipment

MoreCasualUsage

Multi-MediaCatalogs and

Manuals


Enterprise Apps Escape The Firewall

145

App

App

App

App

App

All applications willbecome effectively mobile

App

App

App

App

AppApp


I need an app.

NOW!

From Standalone App to Portfolio:Mobile Becomes Strategic

I need an app.I need an app.

Actually we

need a suite

of apps.

I need an app.


Integration Is Essential

Integration Enables Efficient Working

Mobilization transforms business processes

App value is maximized when information is combined

CRM

Asset Register

Sharepoint

147


Apps Will Be Everywhere


User Centricity Is The Only Option

149149

Bring information to the user


Context Becomes Fundamental

Home TravelingCommuting Lunch

Business Meetings

With the Customer

Between Sales Calls

Walking tothe Car

With Partners

Sporting Events

At the gymShopping

Trade Shows

Many factorsform context


API Portfolio

Service Discovery As Foundation

151

Home Context

API Portfolio

Work Context

API Portfolio

Gym Context

API Portfolio

Airport Context

• Internet

• Printer

• Displays

• Heating

• Lights

• Internet

• Printer

• Displays

• Phone

• Files

• Data

• Internet

• Availability

• Subscription

• Performance

• Internet

• Flight and gate Info

• Maps

• Shopping

• Security

Dynamic apps viaservice discovery• Usually over Wi-Fi• Enables interoperation• Evolving standards

• RAML• SWAGGER• WADL

• Automation tools• Sample data, SDKs


Real-Life Example

152

Images curtesy of Rentokil

Where is the nearestpest controller?

We have a “guest”! Details autocompleted

Reroute team toclosest jobs

Where is the trap?


Action Plan

Monday Morning:

- Start shaping your mobile strategy if you do not already have one.

- Audit mobile apps, skills and tools in use with your organization.

Next 90 Days:

- Enable mobile working with enterprise mobility management.

- Build a mobile interoperation platform.

Next 12 Months:

- Track how channels are evolving, especially wearables.

- Plan for a fully-mobile future.

- Measure how your mobile solutions are being used.


Recommended Gartner Research

The Future of Mobile Apps and Their Development

Richard M Marshall (G00266385)

Adopt a Bimodal Approach to Mobile App Development

Strategy


How to Estimate the ROI of Mobile Apps for Employees


How to Determine the Right Mobile Architecture


Enable Your Digital Business With a Mobile App Integration

Architecture


Prioritize Mobile Application Development to Maximize

Business Value

Richard M Marshall Jason Wong Adrian Leow (G00261751)

http://www.gartner.com/document/2887017



http://www.gartner.com/document/1395414?ref=QuickSearch&sthkw=G00201262

