A successful smartphone app is great, right? Especially when it fronts a system of engagement that lets people click and serve themselves in their moment of need rather than waiting until they can fire up a computer and go online. Or (gasp), dial the phone and tie up some customer service rep's time in India or Africa or Fargo. The mobile engagement is 10 times more convenient than traditional Web and one tenth the cost of a call center contact. So what could possibly go wrong?
In short, just about everything that could go wrong does go wrong when consumer brands, retailers, and B2B companies open up their mobile engagement channel. In this first of several posts on mobile's unintended consequences, we'll describe the unbelievable success that mobile can bring. In future posts, we'll expose the sheer technological ugliness that lies behind those consequences and lay the groundwork for enterprise mobile engagement.
First, the unbelievable success that a mobile app can have (see the figure below):
It's a technology big idea: that organizations can best serve their customers, partners, and employees with new "systems of engagement." (Thanks to Geoff Moore for permission to define and use his term.) Let us explain why.
First, the logistics. John McCarthy and I spent the last eight months sifting through the patterns that have emerged from firms that have harnessed mobile, social, big data, and cloud technology: 100 conversations; 61 interviews with experts; and Forrester surveys of 10,000 business and IT decision-makers, 10,000 global information workers, and 50,000 consumers. Out of that research we've just published a 28-page report for Forrester clients that we will deconstruct and re-assemble via blog posts over the next few months.
We began by looking for the unintended consequences of a successful mobile app, expecting to find some best practices in experience design, middleware APIs, server deployments, app development, and organizational alignment. We found those things and captured them in the report. But we also found something more important: a new ability to empower customers, employees, and partners with context-rich apps and smart products to help them decide and act immediately in their moments of need.
I've been testing the MacBook Air for five months now. I use it for work and for home. At work, I run our corporate image Windows XP with the attendant applications and security software in a Parallels virtual machine. At home, I run the Mac side. After a few hiccups with the security software going haywire in our corporate image (thanks to the Parallels support team and to our own IT client and network security team for help), it's been a great experience.
But I do need to describe my experience with this travel-friendly, totally modern, and practical combination of hardware and software. I'll then also point out some things that are still challenging in using the MacBook Air in a Windows-centric business world. First, the experience in four bullets: