from here to there – a mobile strategydemo.idg.com.au.s3.amazonaws.com/cio/ciosummit/...things and...

From here to there – a mobile strategyHugh Ujhazy, Telecommunications Research Director

[email protected]

4

Less Congestion 25%90%

vehicles displace 2nd car ownership, decreasing

congestion by 10% in cities

Autonomous

of consumer product sales conducted in omni‐channel commerce marketplaces

of all same‐day consumer deliveries are fulfilled by “uber‐

like” car services

Imagine an economy where ...

OnlineConvenient

5

Operational Efficiency

Automation and acceleration are core themes for the CIO

How does the C-suite cope?

Cost Savings

Executives look to remove fat from internal systems

Sales & Marketing

As CxO’s invest in sales & marketing initiatives, line of business buying centers focus on customer experience

Customer Engagement

To drive market expansion, new solutions and innovations drive the rise of the technology CxO

Suppliers must adapt to the new business reality

Source: IDC Asia/Pacific C-suite Barometer 2015 (N=1,452 in APAC)

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16.1%

Share of Customer Wallet

19.5%

Operational Efficiency

15.7%

Company-wide Cost Savings

12.8%

Customer Engagement

10.8%

Market Expansion

8.9%

Manage Cash Flow

CEO Goals 201575% of respondents identify Market and Customer Expansion as their key priority


7

The Year Ahead

17.3% sought to Build Better Management tools to help understand what they have within the enterprise

1

10% wanted to manage their suppliers better, driving them to innovate and deliver greater value2

9.5% wanted a more secure IT environment, especially as mobile and social applications abound3

8.9% wanted a more flexible, capable infrastructure to anticipate and respond to enterprise demands

4

Q: Looking into 2015‐2016, what will be your organizations top ICT priorities?

Future Landscape


8

1122

33

Developing a thought leaderships vision is challenging as technologies change rapidly and winners remain unclear

12.9% - Vision

Finding the right people with the right talents remains an ongoing challenge

14.8% - People

Lack of budget to cover ICT initiatives in a timely manner is restricting IT ability to deliver

15.3% - Cost

Complex environments make it hard for infrastructure to respond to the needs of the business

17.6% - Simplicity

Challenges exist in deliveryQ: Describe the challenges in leveraging ICT to drive your business forward?


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Realising Digital TransformationFive key transformations required to migrate to 3rd platform

Source: IDC Digital Transformation MaturityScape, 2015

Leadershiptransformation

Develop a vision for the digital

transformation of the business

Omni-experience

transformation

Attract and grow loyalty with customers

Informationtransformation

Leverage information for competitive advantage

Operatingmodel

transformation

Make business operations more responsive and

effective

Worksourcetransformation

Transform the way talent is accessed, connected and

leveraged

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Rising personas in tech purchasesChief Information office versus line of business IT spend of wallet


CIO

CFO

COO

CEO

Top 4CxO

buyers

Top desired business outcomes

Performancemanagement

Financialreportingaccuracy

Growthmarketinvestment

CFO

Acceleratea multi-channel

strategy

Increasemarketshare

Improvemarketingprocesses

CMOCOO

BPOOps costsavings

CX

11

SDN M2M Open Converge

SDNSoftware defined networksoffer the promise of flexiblenetworks both inside the datacenter and across the Widearea network

M2MPeople to people, people tothings and things to things willpush connection numbers anddata volume

OpenOpen solutions offerextensibility, wide developercommunities and skillsmigration

Converged InfrastructureSimplified rollout, pre‐packaged, easy to deploysolutions with compute,storage, network andapplications

“The digital world is clearly emerging before our eyes. The shifts ahead, the opportunities ahead are massive.” Carly Fiorina

Emerging TechnologiesWhere will the C‐Suite invest during 2015?

53.1%36.3%32.5%30.6%


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Emergence of new competitors changing the market landscape

11%New business models changing engagement with customers

13%

Escalating cost of operations

28%

The C‐Suite is responding to the new business environments by driving innovation, looking for partners who can help them transform

The coming of Digital Transformation is changing not only market expectations of enterprises but enterprise expectation of suppliers

It’s a brave new world. Are you ready?

Concerns abound72% of respondents see changes in their operating environment and customer behaviour

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The five stages of mobile maturity“ Australia in 2015 leads Asia Pacific in terms of overall mobile maturity, ranking at the high end of the Repeatable definition, signified by mobile enterprise application platforms, mobile UC and both enterprise and consumer applications “

Optimized enterprises exhibit a mobile first strategy based on the rapid deployment of applications suitable for a variety of defined user profiles

OpportunisticAd hoc Repeatable Managed Optimized

Source: IDC Enterprise Mobility MaturityScape, September 2014

57

11

2013

433

14

36

2014

31

10

Ad hoc

Opportunistic

Repeatable

Managed

Optimized

1414

Mobile network security, access and identity management solutions

Security

Implement a BYOD management solution

Manage BYOD

Integrate mobility into existing IT infrastructure

Integration

Moving EXTERNALoperations, services & apps to mobile

External Ops

Moving INTERNAL operations, services & apps to mobile

Internal Ops

Top Five Mobile InitiativesThe most desired mobile initiatives by Australian enterprises

15

04

05

03

0201

Defining the outcomes of a mobility project and understanding the ROI impede

implementations

Business Case

Established roadmaps for partner products and the deployment of solutions within the

enterprise highlight immature enterprise mobility

Lack of Roadmap

Expectations from consumer mobility experiences set timelines in days or weeks along with regular update schedules for apps

Implementation timeline

Mobile apps must be able to draw from existing applications within the enterprise and partner ecosystem. Lack of effective APIs or interfaces hinder such efforts

Application Integration

Defining the security requirements of solutions and managing the profiling of end users

Security & Compliance

Mobile ImpedimentsThe things holding back the rollout of mobile solutions in Australia

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Assess maturity

Assess the organization’scurrent level of mobilematurity

Build Profiles

Profile users and work environment use cases

Build Outcomes

Define the expectedoutcomes resultingfrom the mobile strategy

Business Case

Build business case inconjunction with IT and LOB

Mobile Policies

Build mobile policiesthat support defined profiles

and business outcomesincluding BYOD / CYOD

Security Definition

Define security needs and policies, defining technologyto implement and monitor

Mobile expense

Define and implement solutions to managemobility expenses

App Advisory Team

Form the app advisory teamto oversee applications priorityand system integration

Manage Change

Monitor deployments, investmentand ROI on business cases while managing ongoing rollout

Pieces of a StrategyWhat components make up a mobile strategy?

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Profiling Users

How much data needs to exchanged and what are the

response requirements?

How much, how fast?

03

Who does user needs to communicate with and what media

will they employ?

Who with?

01

How do processes change depending on the user’s location –local, remote, office, international?

Location, location

Which processes need to be defined and mobilized to produce business outcomes?

IT activities

04

02

“Segmenting users by mobility profile will enable youto standardise and centralise your wireless solution,making efficient use of global networks and tariffs andreducing dependence of remote employees on localadministrative support.”

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Know

LOB OwnerPartners must understandmy business challenges

“ Without a demonstrated knowledge of the business problems and possible outcomes, a technology partner struggle to deliver value in mobility“

Define

CFO / COOWhere is it and whohas it?

“Effective asset management and reporting is key to beginning a mobile journey and sustained impact “

Manage

CIOSecure, reliable and understood solutions

“ A platform which allows for the ongoing management of mobile assets and the controlled deployment of apps in a timely manner is essential“

What’s in a mobile solution?Requirements for successful mobile strategy partnering

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C.I.OMobile Field Worker• A large part of working time is spent in

transit• > 70% out of office• 24/7 availability may be required

On-site roamer• Spends 60% ‐ 80% of their

time in their office, but whilst there they spend at least 50% of their time away from their desk

Static Worker• Work takes place at a single office, with > 80% of the working day spent at a designated working

location

Remote Power Worker• >60% of time in a highly variable number of locations

• Access email and personal information

International Business Traveller• > 60 % out of office

• Travel requires international connectivity

• Main office but travels frequently

Typical Mobile ProfilesMeeting the needs of diverse types of users

from here to there – a mobile strategydemo.idg.com.au.s3.amazonaws.com/cio/ciosummit/...things and...

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