The provider of your mobile workspace solutions will be more than just a provider of technology. Rather, the right provider will have to bring the right assets and experience to act as a strategic partner during the mobile mind shift transition. Therefore, a critical first step to succeed is to understand the vendor landscape for mobile workspace solutions. Picking the right service partner is particularly hard across Europe where specific user requirements and a fragmented and heterogeneous vendor landscape make the selection a complex task. My new report, Market Overview: European Mobile Workspace Services, assists CIOs in drawing up a mobile workspace strategy by providing an overview of the market and the key vendors. It includes profiles of Atos, Computacenter, CSC, HP, IBM, Orange, Telefónica, T-Systems, Unisys, and Vodafone. The key takeaways are as follows:
Business processes define mobile workspace solutions – not vice versa. CIOs need to collaborate with business-line managers to analyze and define actual business processes that can be enhanced through mobile workspace solutions. Only then can CIOs define the business technology that is required to support the business.
The European mobile workspace market is heterogeneous. Forrester data highlights big differences in business requirements and approaches regarding mobile workspace solutions. These differences make it all the more important for the CIO to select a vendor that understands specific business requirements and national markets for mobile workspace solutions.
Mobile reached a tipping point in 2014 as it solidified its position as one of the most disruptive technologies for businesses in decades. Not since the advent of the Internet has a technology forced businesses to rethink completely how they win, serve, and retain customers.
Forrester believes that, in the future, the new competitive battleground will be the mobile moment. Why? Consumers expect to engage with brands to get any information or service they desire immediately and in context. Today, 18% of US online consumers have this expectation, while 30% are in the midst of a transition to this mobile mind shift. This revolution is taking place quickly across the globe: Forrester forecasts that 42% of the total population globally will own a smartphone by the end of 2015.
Forrester believes that, in 2015, the gap will increase between marketing leaders and eBusiness professionals who will re-engineer their business to deliver valuable mobile moments and the majority of executives who will continue to take a myopic approach by considering mobile just as another digital channel.
Mobile is drastically changing consumers’ behaviors and expectations. Forrester calls this phenomenon the mobile mind shift: the expectation that I can get what I want in my immediate context and moments of need. While the mobile mind shift is global in nature, it’s most profound here in Asia Pacific (AP): By 2020, 4.3 billion people globally will have a mobile subscription and more than half of them will be in AP. Organizations must take advantage of this and catapult their business to new heights — or risk becoming irrelevant in the eyes of these technology-empowered customers.
Forrester has developed a framework to help eBusiness and channel strategy professionals prepare their organizations for the mobile mind shift that we call the IDEA framework. This is a systematic approach to developing mobile experiences for customers relevant to their context and entails:
(I)dentifying mobile moments and their context. A mobile moment is any time a person pulls out a mobile device to get what s/he wants immediately, in context. To understand your customers’ mobile moments, identify their needs, motivations, and context. Forrester recommends using customer journey maps for this step.
(D)esigning the mobile engagement. Use these results as an input when designing the mobile engagement. The design should match your business objectives and your customer’s motivation in each moment. The key is to incorporate contextual information into the design language of the app so that it is easy for your customers to interact with you in their mobile moments.
On June 10, Salesforce.com announced Salesforce Wear, a bundle of free tools and reference applications aimed at evangelizing the power of enterprise wearables. The offering supports six different wearable devices, each with its own open-source reference application to help developers design and build wearable apps that connect to the Salesforce1 platform.
Salesforce Wear has the potential to turbo-charge the growing market for enterprise wearables. Enterprises using Salesforce Wear will gain tools and reference applications that immediately apply to six wearable devices: three smart watches (Pebble, Samsung Gear, and Android Wear), plus Google Glass, the Myo armband, and Bionym’s Nymi authentication device.
Some of the reference applications are pure enterprise/B2B workforce enablement applications, like the Google Glass application for oil rigs, which can be generalized to other field service scenarios (and which, conceptually, I have written about before). Salesforce Wear’s app facilitates real-time field actions by providing schematics of the equipment being serviced, offering a view into the full service history of the equipment, and connecting field workers to colleagues for real-time collaboration. All in all, the reference app helps field workers fix problems more quickly and effectively.
Salesforce Wear's Casino Reference Application with the Bionym Nymi Band. Source: Salesforce
Organizations in Asia Pacific (AP) have become cognizant of the fact that they have entered the age of the customer — an era in which they must systematically understand and serve increasingly powerful customers. In the past two years, most AP firms have primarily focused on using mobile apps to connect their organizations with internal employees. However, in the age of the customer, this trend will reverse. Results from Forrester’s Forrsights Budgets and Priorities Survey, Q4 2013 show that 44% of AP technology decision-makers will prioritize building a mobile strategy for customers or partners, while only 39% will prioritize it for employees. Firms in Australia, Indonesia, India, and China will lead the region.
In order to compete and win in the age of the customer, organizations cannot be simply “customer-centric” anymore — they must become “customer-obsessed.” To do so, firms must embrace the mobile mindshift and build mobile systems of engagement. This can be done by leveraging social, cloud, and predictive analytics to deliver context-rich mobile applications and smart products that help users decide and act immediately in their moments of need. Such systems will focus on people and their immediate needs in context rather than processes, as is the case with traditional systems of record.
Building mobile systems of engagements is even more critical for firms in AP, because:
Consumer mobility in India and China is flowing into enterprises. Recent Forrester survey data shows that nearly three in five IT execs and technology decision-makers in these countries — 58% in India and 57% in China — plan to increase their spending on mobile software (including applications and middleware) in 2014.
India has leapfrogged Australia/New Zealand and now leads the Asia Pacific region in terms of expected mobile software spending growth. China has made the biggest move over the past year, jumping from eighth place to second.
We believe that the high growth in mobile software spending in India and China is primarily due to:
Telstra hosted its annual analyst event in Sydney on October 23 and 24. In his keynote address, CEO David Thodey compared Telstra’s customer advocacy journey to a triathlon that the firm has just begun, which we believe it a fitting analogy for Telstra’s progress on the path it has set for itself. The company is clearly in the race and making progress, but still has many miles to go.
While the company shared a broad spectrum of initiatives, our main observations are that Telstra:
Has made clear progress since our check-in last year, but its transformation remains a work in progress. Telstra is no different than other incumbent telcos working to transform beyond traditional — and declining — sources of revenue. Its dominant position in Australia is secure, but its prospects in new market categories inside and outside of Australia are less certain. We do not believe that Telstra is particularly innovative compared with service providers in the US or Europe, but we do believe that it has a viable transformation strategy and is making progress. Its progress in the Australian media and entertainment industry, including its Foxtel investments, is impressive — it has built a large IP-based digital media file exchange platform to serve global broadcasters and content providers.
From June to August 2013, Forrester invited large and medium-size organizations in India to share details about their live enterprise mobility applications. Our objective was to understand how Indian organizations are leveraging mobile applications to better connect with customers, partners, and employees. In total, we received details of 59 mobile application projects from 41 organizations with more than 500 employees in India. These organizations are spread across verticals like manufacturing, financial services, automotive, media, healthcare, professional services, telecommunications, and utilities. Our research provided some interesting findings:
Mobile application development is skewed toward internal, employee-facing projects. Among the projects reviewed, 59% of the enterprise mobility applications have been developed for internal employees, 23% target customers, and the remaining 18% are for business partners. Most organizations in India are first developing applications for employees, because calculating the ROI is easier and more tangible for employee-centric applications as compared with customer- or business partner -centric applications. For instance, sales force/field force automation is currently the most commonly developed mobile application by Indian organizations.
The majority of projects are co-owned by IT and business. 71% of the enterprise mobility application projects we covered are jointly owned by the IT team and the relevant business stakeholders. Business inputs, especially on user interface and experience, are key to ensuring adoption of mobile application post-launch.
AirWatch held its EMEA AirWatch Connect customer event in London recently. The event underlined that AirWatch, at the tender age of 10, has become one of the leading global providers of enterprise mobility services. My key takeaways from the event are that:
Secure collaboration forms the center of the connected business. Business productivity and innovation benefit significantly from a workforce that is empowered by mobility. AirWatch has one of the most comprehensive enterprise mobility portfolios in the market to support this drive. AirWatch can play a central role for any organization that is transforming into a connected business.
An integrated platform approach to enterprise mobility has a clear advantage. AirWatch pursues a Lego-block approach, bringing together solutions for email, browser, containerization, content locker, and, of course, device and app management. By building its solution as one platform, customers gain the flexibility of a Lego-style deployment — they can pick only those blocks that they require while ensuring the integration and flexibility of the overall solution.
Building a business case for enterprise mobility must include soft factors. Managers who build ROIs for enterprise mobility solutions usually focus on hard KPIs that support existing ways of doing business. However, this “hard ROI” approach really only compares the present with the past. In reality, it is often the soft KPIs, like new ways of doing business, that matter more. Ultimately, mobility is crucial for greater operational flexibility and business transformation. Both are at the heart of long-term business success.
Information workers in India are increasingly using their personal devices, applications, and web services to accomplish both personal and work-related activities. Results from Forrester’s Forrsights Workforce Employee Survey, Q4 2012 indicate that at least 85% of employees use phone/tablet applications and web-based services for both purposes which is putting corporate information security under serious threat.
My interactions with numerous infrastructure and operations (I&O) professionals from large enterprises in India over the past six months have revealed that there is a high degree of awareness of the need to develop a bring-your-own-technology (BYOT) policy. However, actual implementations aren’t yet common, as I&O professionals are unable to address management’s three key concerns. These are, in order of priority:
How can we ensure that information on employee-owned hardware and software is secure?