Nowadays, when companies considering to expand on their Enterprise Mobility strategy, most often they are challenged by following employees’ increasing demand for mobile devices before having a real strategy in place.
That leads to a piecemeal, reactive strategy for mobile advisors. Start with the vision and not with the devices. For example, start with a vision that clearly focuses on employees’ being able to do their job anywhere. Also attach a timeline to this vision (e.g. five years) and revisit this on a regular basis. This approach provides you with some flexibility.
When building up your Enterprise Mobility strategy always have the following 4 “C’s” in mind:
- Control. Mobility isn’t just about provisioning and securing devices, it’s also about who should get them and why. Create a set of use cases and get the business to agree to them (for example, salespeople will get a lot more out of mobility than your administrative folks). Create a mobility center of expertise for governance.
- Create. Mobile apps usually focus on a single, simple activity, which can lead to glaring gaps in business processes. IT must create a mobile app development process that keeps the entire process in mind.
- Connect. The infrastructure behind those mobile apps is more important than the apps themselves. For example, proving real-time analytical capability at the device level (as opposed to simply porting a static view of data to the device) has much bigger planning implications for IT than simple mobile enablement.
- Consume. Apple’s App Store or the Android Market are lousy places for finding business apps. Both lack useful structures and taxonomies for browsing applications and the search function is as likely to fetch Angry Birds as analytics. Create a better version of iTunes for your employees that houses the apps you want them to use.
With this in mind here are some key benefits when following this approach:
- Clear roadmap for success. Companies gain much-needed alignment of business priorities and requirements with mobility development and deployment.
- Business process effectiveness/efficiency. Move beyond thinking about individual apps and devices and link the strategy to a client’s critical business processes.
- Improved organizational change management. Having a clear linkage between business strategy and business process requirements supports the inevitable changes that come with mobility deployment.
- Program cost management. A clear mobility strategy provides a basis for making better investment decisions and supports overall program management.
This article originally appeared on SAP SCN Services and was republished with permission.