Sections

Enterprise Mobility Minute #3: Got an Enterprise Mobility Strategy? Go Get a New One

Ahmed El Adl

Enterprise MobilityThis year, “How to create a mobility strategy?” was a hot topic – discussed at every industry conference and in every mobility publication. So with all the attention, it’s not surprising that some companies were successful in creating initial mobility strategies. Great step! But scratch the surface and you’ll see that many of those strategies aren’t really strategies at all. They’re simply a collection of initial steps taken to try to mobilize business processes.

Some companies have implemented a couple of mobile apps in different business areas. Some used a MEAP platform and introduced a Mobile Device Management solution. Others used a native SDK to implement their first apps. But how many companies have truly taken advantage of the tremendous opportunities mobile technologies offer?

As we enter 2013, it’s time to consider the major trends that are now shaping opportunity – and causing us to completely rethink our approach to mobility strategy.

1. Strategic Approaches for Leveraging Mobile Technologies

There are different approaches for leveraging mobile technologies in a sustainable and strategic way:

  • The traditional approach where a comprehensive centralized enterprise mobility strategy is created for the whole company and its relevant business areas.
  • The hybrid approach, being used by some companies, where a high-level enterprise mobility strategy is created as a framework of guidelines for the whole company. Then a detailed mobility strategy and roadmap is developed for a specific department or business area.
  • The fast emerging approach where a high-level enterprise mobility strategy is created as a framework of guidelines for the whole company – but then you take it a step further. You create your overall strategy for a specific business area or product line, but design it all upfront to leverage mobile technologies that can reshape your business or products.

Before deciding on the approach that is right for your organization, consider how quickly mobile technologies are evolving – and becoming more complex, embedding and converging with other technologies. This rate will only accelerate in 2013.

Also, consider how consumer expectations are shaping the direction of technology. Soon, it will no longer be enough to have an app on a smartphone – consumers will expect the functionality embedded in the product itself. Will your mobile strategy help you face these challenges and leverage all the new technological advances?

2. New Approaches in Mobile Apps Development

If you’ve created an initial mobile strategy, you’ve likely already answered important questions, such as: Should we acquire a mobility platform (MEAP/MDAP) or not? Do we need different platforms for B2E and B2C? Which business areas should we start with? Should we use off-the-shelf, prepackaged apps, or start building our own custom apps? Should we adopt a HTML5, native, or hybrid approach? Be aware – there are new developments that may change all of your answers.

On the platform side, the use of a separate platform for developing B2E apps versus another one for B2C or B2B is changing. In 2013, vendors who have separate platforms will integrate them into one unified platform – rather than just an installation-based integrated platform. Others, who are already providing a unified platform, will provide a cleaner integration based on partially new architecture, which will enhance performance, portability, security, and productivity.

The debate over HTML5, native, or hybrid might change or become redundant. Many of HTML5 capabilities, performance, offline usage, device hardware access, and developer tools are going to improve in the coming months. Technology companies and the developer community are strengthening HTML5’s unique capabilities such as cross-platform deployment and will continue adding more web APIs to tackle issues like hardware lockout. However, the hybrid approach will continue to be the most interesting architecture for building apps in 2013.

On the apps side, reusable Mobile Apps Development Components (MADC) will make a significant impact next year. More than just web APIs, MADC will streamline the development of generic, custom LoB and industry-specific apps with software factory style speed and precision. Only minimal effort, costs, and time will be required to build high quality bespoken mobile apps – from entry level to complex ones. Ask your developers how you can take advantage of these software engineering techniques and make it part of your mobility development guidelines.

3. Mobile Apps Procurement and Operation in the Cloud

In 2012, we witnessed a huge rise in the number of vendors offering different cloud-based mobility services using either their own MEAP/MADP platforms or a third party platform from a major vendors. The new ecosystem of mobility vendors now includes everyone from small startups to major companies such as SAP, IBM, and Amazon. Mobile cloud services now span the entire lifecycle of mobile enterprise apps – from distributed design, implementation, and testing to centralized mobility management and user support.

Based on the huge investments made in cloud infrastructure this year and its envisioned values, mobile cloud services will rapidly becomemore mature, reliable, and cost effective. Expect even more services and financially attractive offers. Leveraging this market trend as a key part of your mobility procurementand operation strategy will allow you to add reliable options and quickly lower your TCO.

4. Moving from MDM to EMM

Over the last few years the talk was about Mobile Device Management (MDM). Then, as the industry reached another level of maturity we started to talk Enterprise Mobility Management (EMM). If you are like most, your existing strategy probably focuses on how to secure the mobile device. However, it is clear that it’s not only about securing the device – it’s also about securing the content on it, and the information being transferred to and from the device. Therefore, a device-centric approach to mobility management no longer works and can be risky. Organizations must adopt a user-centric EMM strategy to increase security and reduce costs.

Another major trend worth mentioning here is the variety of data sources and types you need to collect, manage, and secure. In the past, companies operated on master and transactional data, which they collected, processed, and managed within their internal ERP systems. The sources, size, and format of the data were more or less limited and predictable. In 2013 and beyond, however, up to 90% of your valuable business data will come in a variety of formats from unstructured and social data sources. The size of the data will be big and unpredictable.

One more important consideration:  You need to ensure your EMM strategy and tools meet the standards of your industry and the special Information Privacy and Security Regulations (IPSR) of your company and region.

5. More Consumerization of IT

Many companies were taken by surprise this year by the consumerization of IT. Suddenly, employees expected their at-work mobile technologies to be more like their at-home mobile experience. Some companies were able to react quickly, adopting approaches such as BYOD combined with MDM solutions and policies – so that they could capitalize on this trend without compromising the security of their business information. Others were skeptical and stuck to old IT technology adoption roles.

So far, the major effects of IT consumerization have been user experience (UX) and BYOD. However, the consumerization of IT is expanding to the products and services you provide, as well as the processes needed to run your business.  Moving forward, you need a strategy that ensures you discover new technologies quickly and can adopt them even faster – so that you can leverage related business opportunities and avoid any surprises.

6. The Internet of Everything (IoE)

Machine to machine (M2M) communication and even collaboration is not new. However, the advances of the past year, particularly in hardware, networks, cloud, and in-memory computing (Big Data), removed major obstacles. We can now gather large amounts of data from a large number of distributed devices and sensors, then store and analyze it in the cloud and make it available for clients (humans or other machines) to consume it in different ways in real or near real-time.

Most of the technology needed to make the Internet of ‘things’ a reality already exists. In 2013, vendors will be investing aggressively to unleash the enormous business potential coming from this combination of technologies – especially since it could pave the way to a completely new generation of smart products and services. Make sure that your strategy doesn’t miss this trend – or you risk being left behind.

Finally, to get the full picture of the change ahead, you need to consider new generations of social business solutions, mobile business analytics, and new and even higher levels of user experience standards coming from innovative technologies such as augmented reality, 3D devices, smart TV (inside and outside the living room), and consumer apps.

Remember that mobility strategy should be an adaptive and continuous process. Now is the time to rethink what you’ve done so far. Don’t forget to bring along some new skills and new devices so that you’re ready for an exciting year in technology driven business transformation.

In the next Enterprise Mobility Minute Blog post we’ll discuss in detail how to update your mobile business and IT strategies in a way that will help you drive sustainable business transformation.

Follow the author on LinkedIn, Twitter: @aeladl

This post was originally appeared on the SAP Community Network and is republished here with permission.

Comments

ahmedeladl

About ahmedeladl

Ahmed El Adl previously held the role of Vice President, Global Mobile Solutions and Services at SAP. He was responsible for the Global SAP Mobile Solutions Services Strategy and Innovation. In addition, he also drove the Mobile & M2M Services Innovation including: Mobile Cloud Solutions Services, Mobile HANA, IoT/M2M enabled solutions and Mobile Analytics.

Tags:

awareness

Why 3D Printed Food Just Transformed Your Supply Chain

Hans Thalbauer

Numerous sectors are experimenting with 3D printing, which has the potential to disrupt many markets. One that’s already making progress is the food industry.

The U.S. Army hopes to use 3D printers to customize food for each soldier. NASA is exploring 3D printing of food in space. The technology could eventually even end hunger around the world.

What does that have to do with your supply chain? Quite a bit — because 3D printing does more than just revolutionize the production process. It also requires a complete realignment of the supply chain.

And the way 3D printing transforms the supply chain holds lessons for how organizations must reinvent themselves in the new era of the extended supply chain.

Supply chain spaghetti junction

The extended supply chain replaces the old linear chain with not just a network, but a network of networks. The need for this network of networks is being driven by four key factors: individualized products, the sharing economy, resource scarcity, and customer-centricity.

To understand these forces, imagine you operate a large restaurant chain, and you’re struggling to differentiate yourself against tough competition. You’ve decided you can stand out by delivering customized entrees. In fact, you’re going to leverage 3D printing to offer personalized pasta.

With 3D printing technology, you can make one-off pasta dishes on the fly. You can give customers a choice of ingredients (gluten-free!), flavors (salted caramel!), and shapes (Leaning Towers of Pisa!). You can offer the personalized pasta in your restaurants, in supermarkets, and on your ecommerce website.

You may think this initiative simply requires you to transform production. But that’s just the beginning. You also need to re-architect research and development, demand signals, asset management, logistics, partner management, and more.

First, you need to develop the matrix of ingredients, flavors, and shapes you’ll offer. As part of that effort, you’ll have to consider health and safety regulations.

Then, you need to shift some of your manufacturing directly into your kitchens. That will also affect packaging requirements. Logistics will change as well, because instead of full truckloads, you’ll be delivering more frequently, with more variety, and in smaller quantities.

Next, you need to perfect demand signals to anticipate which pasta variations in which quantities will come through which channels. You need to manage supply signals source more kinds of raw materials in closer to real time.

Last, the source of your signals will change. Some will continue to come from point of sale. But others, such as supplies replenishment and asset maintenance, can come direct from your 3D printers.

Four key ingredients of the extended supply chain

As with our pasta scenario, the drivers of the extended supply chain require transformation across business models and business processes. First, growing demand for individualized products calls for the same shifts in R&D, asset management, logistics, and more that 3D printed pasta requires.

Second, as with the personalized entrees, the sharing economy integrates a network of partners, from suppliers to equipment makers to outsourced manufacturing, all electronically and transparently interconnected, in real time and all the time.

Third, resource scarcity involves pressures not just on raw materials but also on full-time and contingent labor, with the necessary skills and flexibility to support new business models and processes.

And finally, for personalized pasta sellers and for your own business, it all comes down to customer-centricity. To compete in today’s business environment and to meet current and future customer expectations, all your operations must increasingly revolve around rapidly comprehending and responding to customer demand.

Want to learn more? Check out my recent video on digitalizing the extended supply chain.

Comments

Hans Thalbauer

About Hans Thalbauer

Hans Thalbauer is the Senior Vice President, Extended Supply Chain, at SAP. He is responsible for the strategic direction and the Go-To-Market of solutions for Supply Chain, Logistics, Engineering/R&D, Manufacturing, Asset Management and Sustainability at SAP.

How to Design a Flexible, Connected Workspace 

John Hack, Sam Yen, and Elana Varon

SAP_Digital_Workplace_BRIEF_image2400x1600_2The process of designing a new product starts with a question: what problem is the product supposed to solve? To get the right answer, designers prototype more than one solution and refine their ideas based on feedback.

Similarly, the spaces where people work and the tools they use are shaped by the tasks they have to accomplish to execute the business strategy. But when the business strategy and employees’ jobs change, the traditional workspace, with fixed walls and furniture, isn’t so easy to adapt. Companies today, under pressure to innovate quickly and create digital business models, need to develop a more flexible work environment, one in which office employees have the ability to choose how they work.

SAP_Digital_Emotion_BRIEF_image175pxWithin an office building, flexibility may constitute a variety of public and private spaces, geared for collaboration or concentration, explains Amanda Schneider, a consultant and workplace trends blogger. Or, she adds, companies may opt for customizable spaces, with moveable furniture, walls, and lighting that can be adjusted to suit the person using an unassigned desk for the day.

Flexibility may also encompass the amount of physical space the company maintains. Business leaders want to be able to set up operations quickly in new markets or in places where they can attract top talent, without investing heavily in real estate, says Sande Golgart, senior vice president of corporate accounts with Regus.

Thinking about the workspace like a designer elevates decisions about the office environment to a strategic level, Golgart says. “Real estate is beginning to be an integral part of the strategy, whether that strategy is for collaborating and innovating, driving efficiencies, attracting talent, maintaining higher levels of productivity, or just giving people more amenities to create a better, cohesive workplace,” he says. “You will see companies start to distance themselves from their competition because they figured out the role that real estate needs to play within the business strategy.”

The SAP Center for Business Insight program supports the discovery and development of  new research-­based thinking to address the challenges of business and technology executives.

Comments

Sam Yen

About Sam Yen

Sam Yen is the Chief Design Officer for SAP and the Managing Director of SAP Labs Silicon Valley. He is focused on driving a renewed commitment to design and user experience at SAP. Under his leadership, SAP further strengthens its mission of listening to customers´ needs leading to tangible results, including SAP Fiori, SAP Screen Personas and SAP´s UX design services.

Tags:

Why New Technology Has An Adoption Problem

Danielle Beurteaux

When 3D printing became a practical reality, in the sense that the actual printers became more efficient, less expensive, and more accessible to the average consumer, there was an assumption that the consumer 3D printing market was going to take off. We’d all have printers at home printing…. what? Our clothes? Toys? Spare organs?

That has yet to happen. 3D printing company MakerBot just went through its second employee layoff this year, driven by a market that’s developing much slower than predicted.

That same thinking is in play with a somewhat more prosaic technology – digital wallets. Apple Pay was released this year, as was Samsung Pay. There’s also Google’s Android Pay. During an earnings call, Apple CEO Tim Cook said: “We are more confident than ever that 2015 will be the year of Apple Pay.” But that expectation has yet to be realized, at least vis-à-vis consumers.

Consumers aren’t using any of the digital wallets en masse. According to Bloomberg, payments made via mobile wallets – all of them – make up a mere 1% of retail purchases in the U.S. The reason is that consumers just don’t see a compelling reason to use them. There’s no real reward for them to change from SOP.

Both these instances highlight a problem with assumptions about mass adoption for new technology – just because it’s cool, interesting, and accessible doesn’t mean a market-worthy mass of people will use it.

Who is more likely to use mobile wallets? Emerging economies without a stable financial and banking systems. In those environments, digital payments present a more secure and quicker method for purchasing. These are the same areas where mobile adoption leapfrogged older technologies because there was a lack of telecommunications infrastructure, i.e. many never had a landline phone to begin with, and they went directly to mobile. The value-add already exists. (But there are also security issues, to which consumers are becoming more sensitive. A hack of Samsung’s U.S. subsidiary LoopPay network was uncovered five months post-hack. Although one was expert quoted as saying the hackers may not have been interested in selling consumer financial info but instead in tracking individuals.)

Here’s some interesting data and a good point made: mobile payments are most popular in situations where the buyer already has his or her phone in hand and the transaction is made even quicker than swiping plastic. For example, purchases made for London Transit rides are responsible for a good portion of the U.K.’s mobile payments.

Mass technology adoption is no longer driven simply by the release of a new product. There are too many products released constantly now, the market is too diverse, and the products often lack a true raison d’être.

Learn more about how creative and innovative companies are finding their customers. Read Compelling Shopping Moments: 4 Creative Ways Stores Connect With Their Customers.

Comments

Mobile Marketing Continues To Explode

Daniel Newman

If your brand isn’t among those planning a significant spend on mobile marketing in 2016, you need to stop treating it like a fad and step up to meet your competition. Usage statistics show that today people live and work while on the move, and the astronomical rise of mobile ad spending proves it.

According to eMarketer, ad spending experienced triple-digit growth in 2013 and 2014. While it’s slowed in 2015, don’t let that fool you: Mobile ad spending was $19.2 billion in 2013, and eMarketer’s forecast for next year is $101.37 billion—51 percent of the digital market.

  1. Marketers follow consumer behavior, and consumers rely on their mobile devices. The latest findings from show that two-third of Americans are now smartphone owners. Around the world, there are two billion smartphone users and, particularly in developing regions, eMarketer notes “many consumers are accessing the internet mobile-first and mobile-only.”
  2. The number of mobile users has already surpassed the number of desktop users, as has the number of hours people spend on mobile Internet use, and business practices are changing as a result. Even Google has taken notice; earlier this year the search giant rolled out what many referred to as “Mobilegeddon”—an algorithm update that prioritizes mobile-optimized sites.

The implications are crystal clear: To ignore mobile is to ignore your customers. If your customers can’t connect with you via mobile—whether through an ad, social, or an optimized web experience—they’ll move to a competitor they can connect with.

Consumers prefer mobile — and so should you

Some people think mobile marketing has made things harder for marketers. In some ways, it has: It’s easy to make missteps in a constantly changing landscape.

At the same time, however, modern brands can now reach customers at any time of the day, wherever they are, as more than 90 percent of users now have a mobile device within arm’s reach 24/7. This has changed marketing, allowing brands to build better and more personalized connections with their fans.

  • With that extra nudge from Google, beating your competition and showing up in search by having a website optimized for devices of any size is essential.
  • Search engine optimization (SEO) helps people find you online; SEO integration for mobile is even more personalized, hyper local, and targeted to an individual searcher.
  • In-app advertisements put your brand in front of an engaged audience.
  • Push messages keep customers “in the know” about offers, discounts, opportunities for loyalty points, and so much more.

And don’t forget about the power of apps, whose usage takes up 85 percent of the total time consumers spend on their smartphones. Brands like Nike and Starbucks are excellent examples of how to leverage the power of being carried around in someone’s pocket.

Personal computers have never been able to offer such a targeted level of reach. We’ve come to a point where marketing without mobile isn’t really marketing at all.

Mobile marketing tools are on the upswing too

As more mobile-empowered consumers themselves from their desks to the street, the rapid rise of mobile shows no signs of slowing down. This is driving more investment into mobile marketing solutions and programs.

According to VentureBeat’s Mobile Success Landscape, mobile engagement—which includes mobile marketing automation—is second only to app analytics in terms of investment. Mobile marketing has become a universe unto itself, one that businesses are eager to measure more effectively.

Every day, mobile marketing is becoming ever more critical for businesses. Brands that fail to incorporate mobile into their ad, content, and social campaigns will be left wondering where their customers have gone.

 

For more content like this, follow Samsung Business on InsightsTwitterLinkedIn , YouTube and SlideShare

The post Mobile Marketing Continues to Explode appeared first on Millennial CEO.

photo credit: Samsung Galaxy S3 via photopin (license)
Comments

Daniel Newman

About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist