Mobile Enterprise

Transkript

Mobile Enterprise

Topic Dossier
Mobile Enterprise
Success Factor Boundlessness
A Lünendonk GmbH publication
in cooperation with
T o p i c D o ss i e r 2 0 11 „ M O B I L E E N T E RPRI S E “
Table of Contens
Editorial.......................................................................................................................................................... 4
Introduction T-Systems............................................................................................................................. 6
Mobile Enterprise: More than a Mobile Workforce.................................................................... 7
What Are the Keystones of a Mobile Enterprise?....................................................................... 11
Provision of Information and Applications – Anytime and Everywhere ........................... 16
Mobile Enterprise: Examples of functions.................................................................................... 17
Aspects of Deciding in Favour of the Mobile Enterprise........................................................ 20
Market and Perspectives for Mobile Enterprise Applications ........................................... 26
Paths of Implementing the Mobile Enterprise.............................................................................. 29
Ten Tasks for the Rollout of Mobility in the Mobile Enterprise ....................................... 31
Expert Contributions and Interviews.............................................................................................. 32
Introduction........................................................................................................................................................ 33
Quo Vadis Mobile Enterprise? A Customer Perspective.................................................................................... 35
Mobile Enterprise Dissected – Lego with Three Basic Building Blocks.......................................................... 37
First Building Block: Mobile Device Management: A mixed Bouquet and a Structured Operation................ 40
First Building Block: Mobile Security: Safety at the Expense of Application Potentials? ............................. 43
Second Building Block: Mobile Applications Store: Paving New Ways Together........................................... 47
Second Building Block: Mobile Applications Innovation: Rather from Life than out of the Laboratory ........ 51
Third Building Block: Mobile Processes: Where Time and Money is Saved! ................................................. 53
Last but not Least: Mobile Enterprise Admits no Delay!.................................................................................. 56
Company Profiles...................................................................................................................................... 57
T-Systems........................................................................................................................................................... 57
Lünendonk ........................................................................................................................................................ 58
3
Editorial
well as the structure of companies and even the entire
society.
Thomas Lünendonk,
Proprietor Lünendonk
GmbH
The Topic Dossier "Mobile Enterprise – Success
Factor Boundlessness" looks at the evolution from
a self-contained corporative organisation and communication to a business communication style that is
spanning companies and countries.
Lünendonk® Topic Dossiers have become well established and are very well received by professionals
in business, science, politics and other fields. These
professionals appreciate that relevant, topical issues
and challenges are clearly outlined, presented in an
intelligible manner and substantiated with descriptive
examples from practical experience.
It is already many years ago that a company‘s communication was strongly oriented to the internal processes and organised behind clearly demarcated walls
and fences. Access controls, gatekeepers and other
hurdles are still there, of course, to refuse unauthorised persons entry to a company. By contrast, barring
unauthorised persons from access to the mobile world
of communication poses much larger challenges to
companies. This situation is also reflected in the early
phase of information and communication technology,
when within a company only authorised persons were
able to communicate with each other. It was the time
of closed networks and clearly defined user groups.
With this issue Lünendonk GmbH expands the previous focus of the Topic Dossier series from management consulting to the field of information technology (IT). These two business-to-business service
provider markets have been drawing closer to each
other for several years now. These days hardly any
change is taking place without a distinct correlation
between strategy, organisation and IT.
Following the success of the internet and the possibilities which came with it, that time was drawing to
a close. New media like email, web portals or interactive knowledge bases were suddenly used not only
for internal corporate communication but also for
external communication with service providers, clients and other business partners, and for marketing
as well.
The Lünendonk® Topic Dossiers "Mobile Enterprise"
and "Cloud Computing", both published at the same
time, are dedicated to technology topics that are decisive for success and demand a premium advisory
and implementing competency. Moreover, these two
technologies and communication innovations are
more markedly changing the working methods as
New rules had to be established for these new forms
of corporate communication in order to safeguard
companies, their data and the personal rights of employees and business partners. Current debates about
compliance and publicity rights show the sensitivity surrounding this issue. Firewalls, passwords and
other security measures were introduced to protect
Dear Ladies and Gentlemen,
dear Business Partners,
4
the organisation and to ensure that the unlimited possibilities of corporate communication remain within
the scope of legal and safety requirements and can
still be controlled and managed.
Emails, electronic transactions via the ICT infrastructure, as well as linking partners, suppliers and clients
to the ICT processes have become state-of-the-art.
But especially the trend to use of emails in every
workplace rapidly expanded the communication possibilities of each and every employee; on the flipside,
the safety demands on the ICT infrastructure increased accordingly. When employees were allowed
to send and receive emails they were initially able to
exercise this right only within very tight limits.This
kind of communication largely took place between
work stations installed within a company.
In the next phase, mobile computers (laptops) and
front-end systems gave employees access to the
business processes of their company from outside
locations. However, the mobility was relatively limited because often the laptops were still heavy and
unwieldy, and getting connected was also difficult
in the early days. This changed as mobile terminal
devices steadily became lighter and with the expansion of broadband networks and UMTS/LTE which
made it possible to use mobile telephony systems
also for communication between stationary and mobile computer generations. But that, too, was just an
intermediate step on the way to Mobile Enterprise as
we know it now. A multitude of mobile devices, their
current state of perfection represented by high-performance smartphones und tablet PCs, led to the final
breakthrough. What previously was possible only for
small target groups and a few private individuals with
considerable financial wealth, has since developed
into a mass product.
Corporate boundaries have been done away with for
good. Mobile accessibility of applications for smartphones and tablet PCs strongly influence this development, as employees expect to be able to use their
private terminal devices at the workplace on a daily
basis, and vice versa. Previously stationary and constrained corporate communication has turned into
communication "on the go". This also poses totally
new challenges to the CIO and will permanently
change the corporate ICT environment. The catchphrase is "BYOD: Bring Your Own Device". Everybody anywhere can communicate with anyone, and
not only in writing but also orally, with pictures, videos and via audio files – in a private or professional
capacity.
The Topic Dossier at hand deals with a topical management and technology issue. During the past years
it has rapidly gained in importance for society, the
economy and the concrete business success of companies and organisations, and this development is not
yet over by a long shot.
We trust that you find this Dossier enlightening and
useful.
Sincerely,
Thomas Lünendonk
Proprietor
Lünendonk GmbH
5
Introduction T-Systems
These highly qualified employees are particularly
important for corporate value creation. Mobile solutions therefore have to contribute to further increase
the flexibility and productivity of mobile staff so that
their potential can be better utilised.
Dietmar Wendt,
Managing Director Sales,
T-Systems International
GmbH
Dear Readers,
First the Industrial Revolution, a good 100 years later
the internet - and now we are in for another technology revolution, says Emily Nagle Green, Chair of the
Supervisory Board of the Yankee Group. She believes
that companies and employees who are interconnected always and everywhere are more productive and
could be able to raise a value creation potential worth
several billions. A key to that is mobile connectivity.
Companies should now start to plan their work processes and product range for the interconnected
world. Some are already producing at several locations worldwide, cooperate with international partners and sell their products to customers on all continents. Experts work together in transnational project
teams. Their mobility is increasing. Apart from sales
and distribution staff, managers and specialists now
also spend increasingly more time out of their offices.
Even today some 32 percent of ordinary staff in Europe already works on the move. According to IDC
estimates, by 2013 the number of mobile workers
will rise to about 565 million in Western Europe and
around 1.2 billion worldwide.
6
Thus the mobile workplace is turning into an essential factor for business success. Analysts believe that
companies are aware of this, but those who have a
long-term mobility strategy in place are still in the minority. Persons in charge of ICT do not have adequate
budgets and investment plans do not exist either. As a
result they sit with the dilemma that the efficiency of
mobile staff suffers, despite an acute need for action.
Mobile solutions offer much more these days than
just mobile access to personal data such as contacts,
appointments, tasks or notes – which has long since
become standard in around 80 percent of companies.
With their mobile devices employees are able to access applications which previously were available at
the office only.
Even though mobile ERP or CRM applications optimise business processes, they are so far only found
in one out of five companies. These gaps have to be
closed in order to fully utilise the potential of mobile
staff. Through managed platforms the various terminal devices and operating systems can be integrated
into the ICT environment safely, rapidly and flexibly,
while the business outlay remains reasonable.
Sincerely,
Dietmar Wendt
Managing Director Sales,
Mobile Enterprise:
More than a Mobile Workforce
All figures in millions
250
215.5
212.8
200
150
83.2
118.9
Nonmobile Workers
100
50
0
96.5
+34%
2008
129.5
Mobile Workers
Growth of Mobile
Workers
2013
Illustration 1: Increase in mobility in Western Europe 2008-2013
(Source: IDC according to T-Systems, White Paper Mobile Enterprise. The World of IT is changing, 2010)
Just a few years ago LAN parties were a trend among
young people whereby they lugged desktops weighing 12 kg plus the accessories around for enjoying
games together. Business people often smiled at
them indulgently while they themselves lugged 4 kg
laptops through customs, arrival and departure procedures – spearheading the mobile workforce. Both
models are history.
By organising companies into value creation networks and models of work division, communication
and collaboration become increasingly important.
The trend towards urbanisation anyhow forces us to
come up with new solutions for mobility. By making
use of digital mobility, people and the environment
no longer have to be exposed to mobility born from
necessity (commuting, business travel).
Enterprise mobilisation is a means for doing that.
In this context mobility means flexibility in choosing the location where work is done for the respective employer or client. Thus the concept of mobile
workforce is taken a step further and becomes Mobile
Enterprise. What is this concept about?
OUTLINING TRENDS – HOW MOBILE DO WE
WORK TOMORROW
In order to understand the inevitability of the trend
towards Mobile Enterprise one needs to realise to
what extent information communication technology
has penetrated just about all sectors of the economy
– simply take the PC as an example. In the EU comparison, an average of more than half of all employees in all sectors and fields of activities use a PC at
their workplace. This also includes manually oriented
activities.
Added to that, the share of activities close to the production level is constantly decreasing. Prognos AG
expects that in Germany this type of activity will have
decreased by almost 17 percent by 2030. In return the
share of work based on knowledge together with administrative and organisational jobs will increase to
47.3 percent.
7
Job site
Mobility type
At desk
On site
Off desk
On site
At desk
Off site
Off desk
Off site
"Field representative"
Teleworker and home office user
Frequent travellers
Quasi field staff
Permanently mobile within the company
Occasionally mobile
Classic desk worker
Illustration 2: Mobility characteristics of different user profiles in the Mobile Enterprise
(Source: Based on IDC according to T-Systems, White Paper Mobile Enterprise. The World of IT is changing, 2010)
At the same time these ICT (Information & Communications Technology) supported activities are
conducted by an increasingly mobile workforce. The
International Data Corporation (IDC) expects that already in 2013 there will be almost 130 million "mobile workers" in Western Europe. With a share of 61
percent they will clearly outnumber the "non-mobile
workers" (see illustration 1).
This mobile workforce will work together in a totally
different manner: working hours become more flexible and will be arranged according to work-life balance requirements or the time zones of flexible teams;
this does not only apply to self-employed people and
freelancers, but also to the permanent and fluctuating
staff.
Cooperation within a company’s own teams, with
business partners, suppliers, open networks, and also
with clients, becomes more diverse. In principle everybody is able to cooperate with anybody at any time
and any place.
Consequently the place where the service is rendered
also changes and in many cases it is no longer the
8
traditional designated workstation, which anyway
has been rapidly going out of fashion in organisations
with a strong emphasis on sales and distribution.
So, where will employees be working in the future?
Looking at two basic categories of employee mobility (mainly in-house mobility against mainly on-site),
there are several mobility types whose requirements
have to be supported by a workable concept of Mobile Enterprise (see illustration 2).
CATEGORY 1: PRIMARILY IN-HOUSE:
• Classic desk workers, mostly with their own work-
station (accounting, graphics, production controlling, etc.).
• Occasionally mobile staff that sometimes change
their workplace within the company (stand-ins, assistants).
• Permanently mobile staff within the company, e.g.
internal service technicians who typically spend
most of their working hours in different parts of the
company.
Mobile terminal
devices
Mobile
infrastructure
Smartphones,
PDAs
Carrier (wireless)
§ LTE
§ NGT
Tablets
Carrier (wired)
§ Roaming
Netbooks
Hardware
§ WLAN
§ …
Middleware
Back-ends
in the cloud
§…
Administration
Applications:
§ …
Synchronisation/
replication
§ CRM
§ Logistics
§ SCM
§ ERP, including:
Interface
management
§
§
§
§
Tenders
Cost enquiries
Purchase orders
Placing orders
with suppliers
§ Goods in
§ Warehouse
administration
§ Inventory
§ Delivery orders
§ Production
scheduling
§ Operating cycles
§ Dispatch
§ Invoicing
Laptops
Back-ends
in companies
Data Security
Virtual Private
Networks
RFID
Provider
(e.g. Payment service)
Machine-toMachine
communication
Field mobile conservation
(FMC)
Unified communication
(UC)
RFID chips
Near field communication
Cloud
administration
Databases:
§ Suppliers
§ F&E
§ Staff
§ Products
§ Customers
Illustration 3: Layers of a Mobile Enterprise concept
(Source: Based on Mobile Enterprise-Solutions – Stand und Perspektiven mobiler Kommunikationslösungen
in kleinen und mittleren Unternehmen. Study on behalf of the Federal Ministry of Economics and Technology
(BMWi), wik-Consult GmbH, 2006)
CATEGORY 2: PRIMARILY ON-SITE
• Teleworkers and home office users who spend most
bile Enterprise achieve, and what are the basic elements of a successful mobile company on the market?
of their working hours outside the company.
• Quasi field staff that usually work outside the com-
ABOUT THE TERM "MOBILE ENTERPRISE"
pany but from time to time need a base inside (consultants, for instance).
• Field representatives who typically work mostly
outside the company with customers (e.g. customer
advisors, technical field service, sales).
• Frequent travellers who spend most of their working time at other plants or branch offices, with customers, cooperation partners, at conferences and
trade fairs.
The concept of Mobile Enterprise is the answer to the
question how companies can operate on the market in
a more mobile manner:
• In-house communication: Being contactable at any
time via bundled communication channels (email,
voice, SMS, MMS, IM). Communication among
employees within the company becomes faster,
free of media disruption and more instantaneous.
In this context the catchphrases are: mobile unified
communications (server-based integration of mobile terminal devices), fixed mobile convergence
(FMC; merging mobileterminal devices with the
fixed line structures of a company)
An efficient concept for a Mobile Enterprise has to
meet the requirements of all possible job sites of the
employees as much as taking the different employee
mobility types into account. What, then, does a Mo-
9
• In-house collaboration: Linking employees to the
company’s databases and knowledge stores with
access to calendars, databases, telephone directories, order book databases, CRM systems, ERP
systems, social media software. In return, external
employees have to add fresh information to these
company resources and keep them updated.
• Joint communication or, as the case may be, collaboration: Expanding the concept by involving
suppliers, cooperation partners and customers by
opening corporate communication and cooperating
with suppliers, partners and customers by unifying
many different communication channels and social
media software.
• All information from the company’s environment
is carried immediately and synchronised permanently.
A Mobile Enterprise requires the integration of mobile ICT solutions for companies. Mobility in this
case refers to all of the company’s resources and
processes, i.e. staff, work equipment, services and
products, software, processes, knowledge and information. Enterprise mobility makes staff mobile in the
sense that they are able to access company data at
any given place – from emails to current warehouse
stocks.
ENTERPRISE MOBILITY – THE CAPABILITY
Enterprise Mobility is the sum of the mobile capabilities which a company has acquired in order to render
its services. Forrester therefore defines enterprise mobility as "the ability for an enterprise to communicate
10
with suppliers, partners, employees, assets, products,
and customers, irrespective of the location of these
components."
MOBILE ENTERPRISE – THE STRUCTURE
Some authors see Mobile Enterprise as an ICT (Information & Communication Technology) solution for
organising a conventional company in a more mobile
manner.
However, a Mobile Enterprise is basically a company
which avails itself of the latest ICT solutions in order
to be able to efficiently render its services.
A Mobile Enterprise uses internet structures and
broadband connections so that employees can communicate and cooperate with one another and with
business partners almost in real-time. The necessary
information and applications are provided at the respective job site. Means of communicating include
voice, email, SMS, MMS, IM (instant messaging)
and conferencing technologies, while cooperation is
supported by Enterprise 2.0 tools (calendar, address
books, blogs, podcasts, forums, networks, wikis,
whiteboards, etc.).
Mobile business applications include classic backend applications which previously could only be accessed from within the company (e.g. document management, customer relationship management, human
resource management, accountancy applications, enterprise resource planning).
What Are the Keystones of a
Mobile Enterprise?
Construction of a Mobility Infrastructure
Intranet
Mobile Device
Management
System
Admin
Mobile
Security
Layer
Business Applications
SAP
CRM
SAP
ERM
Firewall
Internet
RIM (email,
contacts, calendar)
@
Mobile
Communications
Microsoft
Sharepoint
Microsoft
Exchange
Mobile
Middleware
Exchange
Archive Sync.
Encryption
Proxy
Server
 Smartphones: access to email,
calendar and contacts
 Mobile communications: WLAN, GPRS, UMTS, …
 Internet encrypted data transport
 Mobile device management: administration
and security at devices
 Push mail: connection to the customer email
system (exchange)
 Web portal for processing orders for provision,
changes
Illustration 4: Makeup of a mobility infrastructure
(Source: Based on IDC according to T-Systems, White Paper Mobile Enterprise. The World of IT is changing, 2010)
Unified ways of using the various terminal devices,
the convergence of the different communication
channels, as well as high-performance broadband
networks and middleware for the smooth linking of
back-end systems (see illustration 4) are some of
the essential prerequisites for the efficient implementation of a Mobile Enterprise.
EMPLOYEES’ HANDHELD DEVICES:
SMARTPHONE, TABLET, ETC.
The simultaneous use of many communication
solutions results in fragmentation of access and
thereby paradoxically makes communication more
difficult. The range spans from telephone and fax to
email, audio and video conferencing to teamwork
11
2011
2015
2011 – 2015
CAGR
39.5 %
45.4 %
23.8 %
5.5 %
20.9%
67.1 %
iOS
15.7 %
15.3 %
18.8 %
BlackBerry
14.9 %
13.7 %
17.1 %
Symbian
20.9 %
0.2 %
-65.0 %
3.5 %
4.6 %
28.0 %
100.0 %
100.0 %
19.6 %
Operating system
Android
Windows Phone 7/Windows Mail
Others
Total
Illustration 5: Development of market shares of smartphone operating systems worldwide
(Source: IDC Worldwide Quarterly Mobile Phone Tracker, 2011)
areas. These forms of communication are used after linking them to the PC or mobile terminal devices. An elegant simplification is the bundling of
all forms of communication in a single terminal
device, a smartphone, for instance.
However, the basis will remain diverse even if only
a single class of device is used. If the solutions offered by Google, Microsoft, Apple and RIM assert themselves as smartphone platforms (see illustration 5) it is likely that the future market for
smartphone platforms will be shared by four major
providers. The development of the super-phone has
already started. There may also be the operating
systems of netbooks, tablets or other web-enabled
mobile devices.
What makes the mobile sector so fascinating are
the new growth cores which are just starting to
evolve in the mobile data services industry – especially those for business applications. They will
provide many new revenue opportunities for the
various players in this field.
12
UNIFICATION OF COMMUNICATION "WITHIN"
THE COMPANY
Employees have to communicate everywhere – at
a single desk or in an open-plan office, with the
customer and in the factory hall, during telephone
conferences, while travelling or in their office at
home. This has made corporate communication
more complex.
FIXED MOBILE CONVERGENCE (FMC)
As a first step, so to speak, Voice over IP (VoIP) –
the packet-based transmission of voice data as data
packets – unified voice and data transmissions.
The second step was fixed mobile convergence
(FMC), the merging of landline and mobile networks including the corresponding terminal devices. For voice and data files FMC removes the
media disruptions between mobile and stationary
networks and services. For the user this results in
services which are easy to handle with a unified,
convenient user interface. The user is allocated a
single platform number and a central answering
device/mailbox.
Team work places
Instant messaging
and VoIP
Integration of
applications
Calendar
management
. . . . .
. . . . .
. . . . .
Unified
Communication
Across
devices
Email
and fax
Web and video
conferences
Across networks
Illustration 6: Unified communications unites all data formats, all channels and all terminal devices
(Source: T-Systems, 2011)
FMC ensures the mobility of terminal devices and
services and thus the personal mobility of employees:
• Terminal device mobility allows the user to take
and use his personal terminal device anywhere.
• Service mobility provides the user with a package
of consistent services (personal information management, database access, applications access) irrespective of the terminal device, the access network
and the location.
• Personal mobility ensures that the participant
can be contacted anywhere at the same platform
number. Roaming between various networks is also
included.
UNIFIED COMMUNICATIONS (UC)
Unified communications (UC) is the third step towards convergence of corporate communication.
The company manages its entire digital communication centrally and independent of devices. The
user receives voice mails, emails, SMS, IM or faxes via a single access point (see illustration 6).
With unified communications the company’s entire
communication is handled via a single platform.
In addition, as a decisive building block for the
Mobile Enterprise, organisational software (such
as office applications, calendar, etc.), productivity
software (collaboration software) and process applications (ERP, SCM, CRM) are also integrated.
This makes the integration of all components of the
Mobile Enterprise possible:
• Diverse networks (fixed − mobile, voice − data) via
a standard (IP, Internet Protocol)
• Terminal devices (PC, telephone, mobile phone, fax)
• All message formats (telephony, email, video conferencing, instant messaging, SMS)
13
Company IT or Cloud
Middleware
Access types
Mobile devices
Mobile device management
Central address books
Central calendars
Planning dates
SCM
Production dates
ERP
Authentication
Wired
Smartphones
Synchronisation
Wireless
PDA
Data
VPN
Tablets
Applications
…
Laptops
Security/firewall
…
CRM
…
Illustration 7: Distribution of services and applications on to the layers of the Mobile Enterprise
(Source: Lünendonk GmbH, 2011)
• Organisational and productivity software (calen-
dar, email, collaboration software, text processing)
and process applications (for instance, enterprise
resource planning software, customer relationship
management software).
Unified communications is a decisive building
block for the Mobile Enterprise. Communication
takes place anywhere, with any type of terminal device, time-delayed or in real-time, and the company’s supporting applications can be accessed. Thus
the divide between "within" and "from outside" the
company becomes as permeable as never before.
BACKBONES: THE FURTHER DEVELOPMENT
OF TRANSMISSION NETWORKS
Complementing this development, the enormous
improvement of transmission rates (bandwidths) in
mobile communications during the past years established another pillar for the Mobile Enterprise.
While it still took up to one hour to transmit a
video clip via the GMS systems, transmission time
was reduced to less than a minute by UMTS. And
with Long Term Evolution (LTE) the development
is pushing forward into yet another dimension. The
14
demand for bandwidth continues to increase and so
does the need for availability and security. Systems
of 100 Gigabit help to meet the requirements. 100
Gigabit is equivalent to 90 million SMS per second
or 100,000 MP3 files per minute or transmitting
more than 15,000 HDTV channels simultaneously. This technology was already tested under real
conditions in 2010 by the technical universities in
Dresden and Freiberg together with T-Systems and
Alcatel-Lucent.
MIDDLEWARE
A special mobile middleware enables employees
to access and use the data and applications in the
back-end of a company. Mobile middleware ensures communication between the terminal device
and the server and allows fast and easy access to
company data supporting numerous business processes. In reverse, sales staff working in the field
keep updating company data, for example, while
they are still with a client or while travelling. The
middle layer also includes security applications
such as VPN tunnelling, encryption and firewalls
(see illustration 7).
DATION OF THE MOBILE ENTERPRISE
on unspecified servers seems to be a reasonable addition to the Mobile Enterprise concept.
In principle, Mobile Enterprise has two options
with regard to mobile deployment of applications
and the organisation of data traffic between company headquarters and the periphery: either the classic way within the company’s own IT or projecting
the future trend via Cloud computing. Cloud computing with outplacement of computing processes,
deployment of computing performance and applications via the internet and virtual memory space
Germany’s Federal Office for Information Security
(BSI) also expects that due to its technological and
economic potential the concept of Cloud computing will assert itself on the market as soon as the
question of adequate information security has been
solved. This issue will be discussed in more detail
in the paragraph "Dangers for the Mobile Enterprise concept".
COMPANY BACK-END OR CLOUD AS THE FOUN-
15
Provision of Information and Applications –
Anytime and Everywhere
Mobile Enterprise solutions can basically be applied
to any part of a company’s value-added chain. This
refers to supporting activities (cross-sectional applications within the company) as well as the primary
activities of procurement, production, distribution,
marketing and sales, and also service and after sales
support (see illustration 8).
In 2009 the proportion of companies who use collaboration solutions increased to almost 70 percent.
However, the majority of the solutions applied are
email and calendar functions, which represent only
the basics of ICT-assisted communication. But the
huge potential of collaboration solutions consists
of the possibility to link office communication with
other channels such as web conferencing, instant
messaging or presence information and to integrate
business applications like SAP or CRM, project sites
or databases.
Based on Mobile Enterprise solutions and devices,
what do companies plan to do? According to a survey conducted by Forrester in 2010 among more than
2,200 decision makers, the vast majority of functions
are still used for communication and as a base for
cooperation (wireless, email, calendar and contacts).
The medium range contains applications which support field staff and customer contacts.
Only when that is in place the utilisation of classic
business applications is planned, applications which
assist logistics and the supply chain, management of
inventory and capital assets – the supreme discipline
of the Mobile Enterprise, which probably adds the
largest contribution to value creation once it has been
fully implemented.
In which way can companies rearrange their functions and work processes while implementing a Mobile Enterprise? Several examples are shown in the
next chapter.
Supporting
activities
Corporate infrastructure
Human resource management
Procurement
Internal
logistics
Production
External
logistics
Marketing
& sales
Primary activities
Illustration 8: Value-added chain
(Source: Porter, 1985)
16
Service
Margin
Technological development
Mobile Enterprise: Examples of functions
The potential possibilities of Mobile Enterprise for
the company’s value-added activities can be classified according to Porter’s value-added model. In this
model the possibilities are based mainly on unified
communications and Enterprise 2.0 tools. Enterprise
2.0 functionalities offer collaboration solutions to
employees. UC solutions bundle available communication channels and all messages at one access point,
irrespective of voice (fixed line and mobile phones),
IM or email.
INFRASTRUCTURE: BASIC COMMUNICATION
• Presence information, which employee is available
or busy
• Messaging (SMS/MMS), reading and processing
emails with mobile terminal devices
• Instant messaging (IM) speeds up communication
but its suitability for complex content or nonverbal
information is limited.
ACCESS TO DATA AND APPLICATIONS
• Mobile access to centrally stored information (e.g.
addresses, calendar, tasks and notes from office organisation programmes)
• Remote use of applications for business management (e.g. enterprise resource planning, supply
chain management, production planning, logistics,
materials management, archives, knowledge databases, wikis, etc.)
• Mobile office applications: utilisation of office
software (text processing, calendars, spreadsheets,
visualisation programmes, etc.)
• Expense management: Reports are compiled and
despatched while travelling.
• Travel management: Reservations, accessing itineraries and planned routes, cancellations, capturing
travel costs from outside the office.
COLLABORATION WITHIN THE COMPANY AND
BEYOND
• Portals increase the efficiency of communication
and cooperation.
• Conferencing solutions save time and travel costs.
• Collaboration solutions enable members of a decentralised working group to update documents
simultaneously.
• Virtual project sites make it possible to participate
in projects and work on files jointly and simultaneously.
• Internal wikis explain terminology and describe
processes or services company-wide.
• Blogs report on new developments and allow commentary; employees are able to discuss market developments or projects together.
• Corporate social networks which reach a critical
mass of users make it easier for employees to contact one another. Contact partners within one’s own
company are easy to find and to get in touch with.
• Enterprise content management (ECM) systems
bundle the latest versions of information and documents at a time.
• Desktop sharing allows for remote servicing of
computers.
• Home office becomes more productive through digital communication and access to business applications and software solutions via company VPN.
SUPPORT FUNCTION:
Human Resource Management
• Human resources: Planning and recruitment, place-
ment, training on-the-job and further training of
employees is supported by mobile technologies and
access to central planning systems.
• Training: Individual further training can take place
outside the company or at the training centres irrespective of time.
17
SUPPORT FUNCTION:
Sales
Technological Development
• Opportunity management: Following up on sales
• Wisdom of the crowd, crowdsourcing: These days,
opportunities
• Planning and tracing of contacts with customers
• Customer intelligence: Customer data is captured
on the way or at the client via mobile terminal devices and transferred to the back-end systems; aggregated and analysed customer data is available to
the employee at the client.
• Recording of orders: Direct mobile data capturing
and transfer to the back-end systems.
• Mobile distribution applications: using special distribution software (e.g. customer relationship management, order management, order tracking)
• Time management: Field staff records working
hours with mobile devices and store them in the
back-end system. Purchasing orders are accepted
and processed using mobile devices.
• Mobile commerce/mobile payment enables the
customer to order or pay for products/services at
any time and any place.
consumer feedback is taken into account already
during the development phase of many products.
Consumers or users are being actively involved in
the development of new products.
• Quality management: Mobile applications assist
quality controllers with planning, conducting and
evaluating tests "in the field".
SUPPORT FUNCTION:
Procurement
• Procurement and purchasing: Recruitment of sup-
pliers, evaluation of offers, brokering the terms,
ordering – all done online and mobile expand the
possibilities of modern procurement.
• Assessing demand with mobile terminal devices
and passing the information on to suppliers speed
up and optimise the supply chains.
PRIMARY CORPORATE FUNCTIONS:
Logistics
MARKETING
• Transport management: Data on vehicle locations,
• Market intelligence: Wisdom of the crowd, crowd-
load factors and expected times are captured by
mobile devices and forwarded to the ERP systems
for updating.
• Fleet or car pool management: The use of mobile
terminal devices and tracking systems optimises
route planning as well as car pool management.
sourcing: users are actively included in the composition of new products.
• Consumers retrieve product information from forums and communities. Information which was
previously limited to the circle of personal acquaintances can now be published via Web 2.0.
• Augmented reality: Services which depend on a
particular location provide data related to the respective location (e.g. addresses of service providers in the vicinity).
Operations
• Business Intelligence: Employees have access to
the key figures of finance, accounting, distribution
or IT while out and about.
SERVICE & SUPPORT
Distribution
• Orders: Through mobile access to warehouse stocks
and delivery times in the back-end system it is possible to give the customer authoritative information
on delivery periods at any time.
18
• Customer service: With their mobile devices serv-
ice technicians can check repair orders, change the
status of repair jobs and reschedule services while
still out "in the field".
• Mobile order tracking: Companies increasingly of-
• Claim settlement including remedying of damage
fer the possibility to enquire about the progress of
an order by mobile devices.
• Remote controlling and remote servicing: data capturing and exchange with vehicles, machines and
technical systems outside the company (performance data)
through replacement or repair (managed repair)
and assistance (in terms of insurance)
• Building inspection in facility management becomes easier with mobile recording and communication, e.g. reports on the condition of buildings.
CONCLUSION
There are enough possibilities to introduce applications in a company which will gradually turn it into a
Mobile Enterprise. The implementation of a few single applications can be done without great effort. But
developing a comprehensive concept for fully utilising the opportunities of Enterprise Mobility requires a
somewhat bolder leap forward.
19
Aspects of Deciding in Favour of the Mobile
Enterprise
Attack on functional chain
Wiretapping
Attack on individual systems
Access security
Virus attacks
WWW
WWW
PC/Notebook
Mobile & SIM
Mobile network
WEB Gateway
WAP server
Internet
Web server
App server
Mob. services
VPN
Illustration 9: Weak points in mobile communication (Source: Mobile Outlook, 2010)
Fundamental upheavals, such as those brought about
by the transformation into a Mobile Enterprise, naturally encounter valid objections as well as quite a few
emotional reservations. This is shown by a survey of
small and medium-sized companies in Germany. Their
reservations can be grouped into several clusters.
By far the biggest concern is about security – the
question of unsafe transmission channels, data security and possible susceptibility of the entire system
which is largely based on the internet. Furthermore,
mobile terminal devices are far more likely to be lost
than stationary machines. Due to the size of mobile
devices it is not necessarily noticed immediately
when they have been lost. The higher the user’s de-
20
gree of mobility, the smaller the likelihood that the
device can be found. If personal data or company data
are stored on the terminal device only, its loss can
cause considerable damage.
Costs are the second largest barrier, split into purchasing costs, introductory costs, installation and operating costs. It is quite possible, however, that especially
small and medium-sized enterprises tend to weight
these costs particularly high in comparison to expected yields. Among staff, within their own cultural
circle – and to a lesser extent – among respective customers, approval of Mobile Enterprise applications
also seems questionable. Larger companies, however,
will continue to conduct formal cost-benefit analyses
before the decision for or against Mobile Enterprise
is taken. This results in questions about where exactly
the costs and benefits, or the chances and risks, of the
concept are.
CHANCES AND DANGERS OF THE MOBILE
ENTERPRISE CONCEPT
Example: Quantification of the costs of inefficient
communication:
A first, albeit imprecise, idea of the benefits of the
Mobile Enterprise functions may be obtained by
roughly estimating the costs of not using such tools.
And this is only a small piece of the many possible
advantages of Enterprise Mobilisation.
GENERAL BENEFITS
(Workflow, knowledge management, transaction, reporting, productivity)
In general, Mobile Enterprise applications usually
have the effect that information which is needed to
take decisions or initiate action arrives at the respective "point of activity" complete and promptly:
• Work processes are accelerated, for example by
According to a current study of large companies, revealing and evaluating the ten biggest trouble spots
regarding communication in the knowledge worker
section showed an annual expenditure of more than
50,000 US dollars per (knowledge worker) head.
Travel expenses and the cost of communication on
business trips accounted for only around one tenth of
this amount; the lion’s share of 60 percent was generated by "waiting for information", "undesired communication" and "inefficiencies in cooperation".
In large companies, depending on the number of
knowledge workers, this amount will quickly take on
formidable proportions. Such costs can be substantially reduced by using Mobile Enterprise applications.
faster access to information, improved planning
of work and sequences.
• Better synchronisation of planning and executing work due to databases and inventory systems
as well as controlling and tracing applications
being accessible at any time by mobile devices.
• Entering and processing of transactions and
business contacts is speeded up by the possibility to access the company’s back-end systems
any time by mobile devices.
• For the same reason decision making within the
company accelerates noticeably: the latest data
for analysis and planning is always available
much faster.
21
INTELLIGENT DEVICE NETWORKING
Consumer
& Home
Buildings
Buildings
Commercial/
Institutional
§
§
§
§
§
§
§
Office
Education
Hospitality
Retail
Healthcare
Airports
Stadiums
Healthcare &
Life Science
Industrial
Energy
Healthcare & Life Science
Retail
In Vivo/
Home
Industrial
Care
§ Process
§ Clean Room
§ Campus
§ Hospital
§ Implants
Room
§ Home
§ ER
Monitoring
§ Mobile POC
Systems
§ Clinic
§ Labs
§ Doctor Office
Consumer & Home
Infrastructure
§ Wring
§ Network Access
§ Energy
Management
Stores
§ Drug
Discovering
§ Labs
§ Diagnostics
§ Super market
§ Shopping
centers
§ Boutiques
§ Distribution
Centers
§
§
§
§
§
Hotels
Restaurants
Bars
Cafes
Clubs
Speciality
§
§
§
§
§
§
Fuel stations
Gaming
Bowling
Cinemas
Discos
Special
events
Devices: POS Terminals, Tags, Cash Registers,
Vending machines, Signs, etc.
Industrial
Awareness
& Safety
§
§
§
§
§
§
Security/Alerts
Firer Safety
Environ. Safety
Eiderly
Children
Power Protection
Comfort &
Convenience
§
§
§
§
HVAC/Climate
Lighting
Appliances
Entertainment
Resource
Automation
§
§
§
§
Devices: TVs, Power Systems, Dishwashers, Lighting,
Washers/Dryers, Meters, Lights, Alarms, etc.
Mining
Irrigation
Aggricultural
Woodland
Transportation
IT &
Networks
Trans Systems
Vehicles
Non-Vehicles
§ Tolls
§ Navigation
§ Traffic
Management
§
§
§
§
Transportation
Restaurant
industry
Research
Devices: MRI, PDAs, Implants, Surgical
equipment, Pumps, Monitors, Telemedicine, etc.
Devices: HVAC, Transport,
Fire & Safety, Lighting,
Security, Access, etc.
Public Safety
& Defens
Retail
Consumer
Commercial
Construction
Off-Highway
§ Air
§ Rail
§ Marine
Devices: Vehicles, Lights, Ships, Planes, Signage,
Tolls, etc.
Energy
Fluid/
Processes
Converting/
Discrete
Distribution
§ Petro-Chemical § Metals
§ Pipelines
§ Hydro Carbons § Paper
§ Handling
§ Rubber/Plastics § Conveyance
§ Food
§ Metalworking
§ Electronics
§ Assembly/Test
Devices: Pumps, Valves, Vats, Conveyors, Pipelines, Motors, Drives,
Converting, Fabrication, Assembly/Packaging, Vessels/Tanks, etc.
Public Safety & Defense
Supply/
Demand
§
§
§
§
§
Power Gen
Trans & Dist
Low Voltage
Power Quality
Energy
Management
Alternative
§
§
§
§
Solar
Wind
Co-Generation
Electrochemical
Oil/Gas
§
§
§
§
§
Rigs
Derrics
Wellhead
Pipelines
Pumps
Devices: Turbines, Windmiles, UPS, Batteries,
Generators, Motors, Drills, Fuell Cells, etc.
IT & Network
Emergeny Services
Public Infrastructure
§ Equip. & personnel
− Police
− Fire
− Regulatory
§ Equip. & personnel
− Watertreatment
− Building environment
− General environment
− Surveillance
Tracking
§
§
§
§
§
§
Human
Animal
Food/Health
Packaging
Baggage
Postal
Devices: Cars, Ambulances, Fire, Breakdown, Lone Worker,
Homeland Security, Environment Monitor, etc.
Equipment
§
§
§
§
§
Weapons
Vehicles
Ships
Aircraft
Gear
Surveillance
§
§
§
§
§
Radar/Satellite
Environmental
Millitary Security
Unmanned
Fixed
Devices: Tanks, Fighter Jets, Battlefiels Commons,
Jeeps, etc.
Enterprise
Public
§ IT/Data center
§ Office
§ Private Nets
§
§
§
§
§
§
Services
E-Commerce
Data centers
Mobile carriers
Fixed carriers
ISPs
Devices: Servers, Storage, PCs, Routers, Switches,
PBXs, etc.
Illustration 10: Mobile Enterprise fields of application (Source: Mobile Outlook, 2010)
In this way the company’s process costs decrease
while productivity and sales revenues increase and
the competitive situation improves. Various company
functions contain concrete starting points for individual improvements (see illustration 10).
• Increasing labour productivity of staff
• Improving accessibility of staff
• Speeding up decision-making
• Faster solving of internal tasks
• Faster response to customer enquiries
• Improvement of customer satisfaction
With the introduction of Mobile Enterprise solutions
companies pursue objectives such as:
22
• Reducing travel costs and other expenses for
mobility
previously it was imperative to be at the office of
one’s company in order to access resources and data.
Companies which have introduced Enterprise Mobility applications confirm that they have really
achieved such goals. At the top of the list of benefits
is increased labour productivity, better accessibility
of employees, accelerated decision-making, IT problems being solved faster and above all that customer
queries are answered faster, resulting in increased
customer satisfaction (see illustration 11).
The fact that in many cases the place where services
are rendered can now be chosen on the basis of economic aspects and is no longer tied to the customer’s
location or the geographic position of facilities opens
up totally new possibilities of organising work. New
decisions can be taken about who is able to render
services at which place and time as cost-efficiently
as possible.
MOBILITY FACILITATES REDISTRIBUTION OF
WORK AND RESOURCES
The most important strategic consideration for companies is that in many cases Enterprise Mobilisation
allows them to choose changing locations for rendering a service. Thus services can be standardised and
rendered cost-efficiently in the back-office, whereas
previously specialists had to be available on-site (e.g.
service technicians compared to remote services).
But the other way round is possible as well: services
are now rendered at the customer’s location whereas
DANGERS FOR THE MOBILE ENTERPRISE
CONCEPT
Wrong strategies, bad investments and inadequate
implementation are part of the perils which are inherent to every transformation and every project. The
section below addresses several special aspects regarding Mobile Enterprise.
Benefits gained through Enterprise Mobility
Increased worker productivity
75%
Increased employee responsiveness and
decision-making speed
65%
Faster solving of costumers´ problems
48%
Faster solving of internal IT problems
48%
Improved customer satisfaction
42%
Reduced sales cycle time
16%
Reduced personnel costs
16%
Reduced fuel, gas or fleet maintenance costs
15%
Competitive differentiation
14%
Increased sales revenues
14%
Improved brand perception
Reduced inventory costs
0%
10%
6%
10%
20%
30%
40%
50%
60%
70%
80%
Illustration 11: Benefits gained through Enterprise Mobility
(Source: Lünendonk GmbH)
23
The biggest danger for the Mobile Enterprise concept consists of the singularity of the internet as the
backbone. The internet is the decisive component for
data transfer and for linking the widely scattered participants in the value creation network. If access via
the internet is impaired the company becomes almost
hamstrung. This is even more likely if the focus is on
thin clients, notepads or smartphones, and data storage as well as applications have been centralised.
Two weak spots stand out in the Mobile Enterprise
concept:
• the mobile terminal devices with their air interfaces
for data transmission
• availability of the internet per se
WEAK SPOT MOBILE DEVICE:
ATTACKS ON MOBILE TERMINAL DEVICES
Since vital business data is increasingly transmitted
via mobile telephony interfaces, Germany’s Federal
Office for Information Security (BSI) expects attacks
on mobile terminal devices to increase. Smartphone
users are only inadequately aware of the dangers of
applying mobile operating systems. In a BSI survey
only some 60 percent of responding smartphone users knew that their device requires the same security
updates and protective software as a PC. A total of 47
percent of users have never loaded any security updates onto their mobile phone, only 20 percent update
their protection at least once a week, eleven percent
update at least once a month (BSI).
Security risks when using mobile terminal devices
are, according to the BSI:
THE HUMAN FACTOR
A security risk when using mobile terminal devices is
the loss or theft of the device. Apparently thousands
of PDAs (personal digital assistant) are left in taxis. In
London alone, more than 63,000 mobile phones were
lost in taxis over a six-month period in 2005. During
the same period some 5,000 laptops and 5,800 PDAs
were recovered from London taxis. In this respect the
end-user of the device is the actual weak spot.
The loss of a handheld device causes replacement
costs. But the real loss is the information stored on
the device. In this context device management offers
mechanisms to safeguard access to the mobile terminal device (e.g. mandatory password protection,
memory and memory card encryption, encryption of
data transfer). For particularly confidential data there
are solutions for the deletion or remote deletion of
software on the terminal devices or for resetting the
hard disc, i.e. the deletion of all data.
24
• In smartphones the GSM interface is particularly
at risk. Even though the entire payload is encrypted, tools for eavesdropping on GSM communication have become available long since.
Data connections via UMTS, GPRS and EDGE
as well as phone calls via UMTS are not affected. Alternatives for safe encrypting are GPRS
and UMTS, with LTE to follow at a future stage.
• Eavesdropping on the back-end: The attacker intercepts the voice data in the cable which transmits the telephone calls unencrypted.
• Downloading and installing malware from the
internet and the manipulability of mobile terminal devices by Trojan software.
• Man-in-the-middle attack: The attacker imitates
the GSM base station, then positions himself between the terminal device and the mobile network and deactivates the GSM encryption.
WEAK SPOT INTERNET AVAILABILITY:
DANGERS POSED VIA CLOUD COMPUTING
DISTRIBUTED DENIAL OF SERVICE (DDOS)
PLATFORMS
If the internet malfunctions or becomes overloaded,
the rug is pulled from under the architectural model
of a Mobile Enterprise. Overloading can be caused
intentionally with the aim of disabling services. An
attack which is made in a coordinated manner from a
major number of other systems is called "distributed
denial of service" (DDoS). The frequency and intensity of such attacks is increasing (see illustration 12).
As resources are increasingly concentrated in central
data centres, the Mobile Enterprise concept becomes
attractive for attackers. Cloud computing platforms
are being misused for establishing bot networks, storing damaging programmes, sending SPAM or conducting brute-force attacks on passwords. The BSI
also knows of cases where Cloud computing platforms were the target of DDoS attacks.
Intensity of DDoS attacks
Gigabyte per second (GB ps)
100
100 GB
90
80
70
60
50
40
30
20
10
0
2005
2006
2007
2008
2009
2010
Illustration 12: The intensity of distributed-denial-of-service attacks is increasing.
(Source: Arbor Networks, 2010)
25
Market and Perspectives for Mobile
Enterprise Applications
Managed services
Professional services
System integration
Mobile data
Mobile voice
Hardware
Enabling software
Applications
Mobile Enterprise market – market segments
Illustration 14: Market segments Mobile Enterprise market
(Source: based on Global Industry Analysts, Inc.)
MARKET SITUATION
TRENDS EXPEDITE THE MOBILE ENTERPRISE
The complexity of solutions often exceeds the internal ICT capabilities of many companies. Mobile
Enterprise is turning into a growth market which includes applications, hardware, system integration and
managed services.
Industry experts expect far-reaching changes which
support the trend towards Mobile Enterprise to take
place already in the near future:
• By the end of 2013 more than two thirds of employees of large companies will use only their smartphone
as the terminal device for voice communication.
• By 2015 at least 25 percent of employees of large
companies will have licences for advanced UC functions, such as unified messaging, presence and instant messaging/chat or integrated IP conferencing.
• Cloud computing asserts itself as a support system
for Mobile Enterprise. Using mobile terminal devices, employees access on-demand servers with
business applications via the internet.
So far the core elements of Mobile Enterprise are cost
and terminal device management. Ways to increase
productivity and aspects such as application management and mobile unified communication and collaboration will take on greater significance in future.
Global Industry Analysts (2010) forecast a volume
of approximately 169 billion US dollars for the 2015
Mobile Enterprise world market; already in 2012, the
European market will reach a volume of more than 50
billion US dollars.
Observers of the market see a significant potential
especially for cross-sector applications:
• Customer relationship management
• Driver and vehicle tracking
• Field force automation
• Sales force automation
26
From the challenges described, the following complementary trends will develop and boost Mobile Enterprise in Europe:
• Market maturity of tablet computers with improved
operability – compared to smartphones – and their
integration into mobile device management
• Consumerisation: expectations of mobile devices
are transferred from private use to business communication – and are met by device providers and
Detecon Social Media Radar
Business trends
y
no
lo
g
Presences/
avatars
gh
Hi
Hi
gh
Virtual words
ch
Sentiment analysis
APIs
Entity
recognition
AJAX
RSS
XML
Video sharing
Microblogs,
Wikis
Social networks
Ruby on
Rails
Podcasts
Document
management
systems
< 2 years
Medium
Instant Messaging/
presence
Web
conferencing
Social Tagging, Bookmarking
Tag Clouds, Folksonomies
Mashups
Medium
Crowd
sourcing
s
Profile
correlations
Group sites
nd
tre
Te
s
es
Network analysis
n
si
Bu
tre
nd
s
Technology trends
Aggregation
2 – 3 years
4 – 5 years
Predictions
markets
Illustration 14: Radar for Enterprise 2.0 applications and business trends: technology trends and business
trends complement one another for an efficient utilisation of social media tools in the company and for interaction with the customer.
(Source: Detecon International GmbH, Social Media for Financial Services, 2010)
employers, culminating in a "bring your own device" attitude where a company permits private
mobile devices and integrates them into the company structure.
• The emergence of certified mobile applications for
business, licensed for use, right up to the establishment of "Enterprise Application Stores".
• Marketing via mobile B2B2C: sectors such as air
and rail travel already make use of mobile applications as virtual shop windows and catalogues;
e-commerce is complemented by online payments
and loyalty programmes.
• Comprehensive utilisation of the Google Android
platform for business
• Machine to machine communication: this, too, is a
vital aspect of the Mobile Enterprise, even though
it is not centred on employees. Nevertheless, automatically transmitted data will soon enter the backend systems of companies to an increasing extent
(smart meter, home care reporting, automated distress calls, emergency applications, etc.).
• Takeovers and company mergers result in new
growth in the Enterprise Mobility market. HP/
Palm, SAP/Sybase, Intel/McAfee etc. serve as the
latest examples.
27
DEVELOPMENT IS ONLY STARTING:
TREND RADAR TECHNOLOGY AND BUSINESS
clouds) and dissemination of information (company
blogs and wikis, podcasts, web conferencing).
TRENDS
The high degree of maturity of many trends in the
technology and business fields gives reason to believe
that the Mobile Enterprise concept will completely
assert itself during the next years.
On the technology side it is mostly methods of business intelligence which become economically deployable, i.e. methods ranging from extraction, analysis and forecast to the evaluation of information.
Business trends include developments towards relationship management (group sites, instant messaging,
presence, information management, evaluation and
recommendation procedures, social bookmarks, tag
28
A comparison of the evolution of significant trends
in technology and business permits a view of the
manner in which communication and collaboration
already take place in companies and between companies in the medium term (see illustration 14).
Especially the numerous new developments – such as
LTE (long term evolution), NFC (near field communication), RFID (radio frequency identification) and
AR (augmented reality) – will open up completely
new business perspectives which in turn will induce
new services for communication and collaboration.
Paths of Implementing the Mobile Enterprise
For many companies the transition to Mobile Enterprise is already imminent: their working environment becomes more mobile, work becomes more
interlinked; employees, customers and collaboration
partners demand more flexibility, increased communication and improved collaboration. In this process
of transformation some problem areas need special
attention.
PROBLEM AREAS: TECHNOLOGICAL DIVERSITY
Diversity of platforms: Ever increasing numbers of
different terminal devices and classes of devices have
to be supported for a comprehensive Mobile Enterprise solution. Tablet PCs are a totally new class of
device which has to be integrated into mobile device
management. The companies’ own solutions are becoming increasingly cost intensive.
cations are provided as a service, either on a server
(online scenario) or on the terminal device (offline
scenario). Regarding the protection of users and data
the following demands are made on the central administration of terminal devices:
• Procurement and maintenance of the devices‘ hardware and software
• Distribution of the software
• Managing anti-virus programmes and files
• Remote diagnoses of systems and devices
• Online and offline synchronisation
• Remote intervention in the event of loss or theft
In this case, the increasing complexity of approaches
to a solution also results in rising costs. Thus a systematic management approach is needed for establishing and running a Mobile Enterprise.
APPLICATION DIVERSITY: INCREASE IN MOBILE
SOLUTION COMPONENTS FOR THE SETUP OF
BUSINESS APPLICATIONS
THE MOBILE ENTERPRISE
In addition to the communication channels, business
applications (ERP, SCM, CRM, etc.) for mobile platforms will also have to be provided in future.
A complete Mobile Enterprise solution comprises a
number of management tasks where the company has
to decide which of them it will deal with itself, which
will be outsourced, or whether perhaps full outsourcing of all necessary services should be considered.
INCREASING SECURITY DEMANDS
Because of the numerous additional access points of
their staff, companies need centralised data protection
for the company network.
MOBILE DEVICE MANAGEMENT
CENTRAL ADMINISTRATION
• Configuration of devices of different platforms
A central administration integrates the mobile terminal devices into the ICT infrastructure of the respective company. The resulting device management recognises the terminal devices in question, safeguards
the exchange of information via various device standards and systems and balances heterogeneity. Device
management is also responsible for the implementation of mobile database concepts. Data and appli-
• Central administration and inventory of mobile
• Selection, ordering, procurement and provision of
terminal devices
terminal devices and applications, repairs and disposal of terminal devices
• Security management, e.g. authentication for access to files and blocking of device, central maintenance of applications and operating systems, as
well as end-user helpdesk
29
MOBILE SOLUTION MANAGEMENT
VENDOR MANAGEMENT
• Management of mobile applications
• Procurement, negotiating contracts and terms, such
• Providing collectivity and interfaces
as service level agreements with external suppliers
• Authorisation
• Management of workflows
MOBILE POLICY MANAGEMENT
• Implementing guidelines on the use of mobile ter-
minal devices and applications
MOBILE ACCESS MANAGEMENT
• Real-time notification in the event of unauthorised
access or "high-cost access" through e.g. international roaming
• May also include standard rules, for example the
automatic use of Wi-Fi instead of 3G
TELECOM EXPENSE MANAGEMENT
• Analysis of telecommunication costs
• Comparison of carrier costs
• Cost reduction and optimisation of resources
• Invoice verification and payment, contract manage-
ment
30
Since companies cannot simply stop their operations
even during epochal transformations, the transition
to Mobile Enterprise will usually take place in phases
which build on one another and complement each other:
• In the first phase, the services for business communications are established; voicemail, email and
messaging are bundled in one application by unified communications.
• In the second phase companies set up remote access for their employees’ terminal devices (smartphones, laptops, etc.) to the company intranet.
• Productivity is substantially boosted by the third
phase, when mobile access to the company’s backend resources, such as CRM, SCM, ERP and other
databases, becomes possible.
• The fourth phase is completed by real-time communication and collaboration by adding data exchange and communication between the corporate
head office and the periphery, between the project
leader and staff working from home, between account managers and customers.
Ten Tasks for the Rollout of Mobility in the
Mobile Enterprise
Some preparatory work needs to be done before the Mobile Enterprise can be implemented smoothly and
successfully.
1. Designing a specific architecture for the Mobile Enterprise. Which areas and functions of one’s own
company and the relevant partners and customers are to be "mobilised"? And which are to be left out?
2. Deducing the probable needs in terms of Mobile Enterprise solutions (hardware, software, services,
provider services)
3. Policy consideration whether one’s Mobile Enterprise will be supported by internal back-ends or whether outsourcing of applications and data into Cloud is the more economical alternative
4. Conducting an inventory of internal resources and ICT statuses as well as a gap analysis for comparison
of the assumed needs: for instance, many internal IT helpdesks will be unprepared for the increase in
requests for supporting thousands of mobile terminal devices
5. Drawing up internal instructions on accessing data, IT security, data protection, management of data
synchronisation between mobile terminal devices and back-end
6. Clarifying responsibilities in the company for the transition to the Mobile Enterprise: concept responsibility, project responsibility, selection of providers and devices, selection of applications, schedule,
implementation
7. Evaluating and deciding to which extent managed services can and should be used: just individual IT
solutions or a Mobile Enterprise end-to-end solution?
8. Listing and selecting suitable service providers who are available in the long term and support companies of similar size optimally and cost-efficiently
9. Utilising the external expertise of managed mobility services to cope with the increasing complexity:
experiences, costs, utilisation, productivity related to Enterprise Mobility
10.Preparing one’s staff for the challenges that come with the transformation into a Mobile Enterprise, despite thorough planning
31
T-Systems
Expert Contributions and Interviews
32
Introduction
Dr. Marcus Hacke,
Head of Portfolio
and Solution Design,
GmbH
COPE WITH MOBILE CHALLENGES TOGETHER
AND TAKE ADVANTAGE OF CHANCES!
Young professionals who have grown up with the internet increasingly bring their own powerful mobile
device to the workplace. Stopping that would discourage highly-sought staff and prevent innovation
even though the company benefits from that innovation as well.
Moreover, many top managers no longer want to do
without the advantages of smartphones or smartpads
and ask those in charge of IT to support those devices.
Furthermore, heterogeneity and thus complexity of
mobile terminal devices has to be prevented, especially when external attacks are increasing. If sensitive company or customer data is on the line, there is
always an urgent necessity to make the use of such
devices safe and also ensure that company regulations are adhered to.
Increasing numbers of employees use social networks
also for company purposes. This raises numerous
questions which cannot be answered by IT departments alone because they affect other areas as well,
e.g. HR regulations.
Which private means should an employer in the future
allow to be used in the company context? Those in
charge of ICT would have to ensure that popular terminal devices and applications are safely and seamlessly integrated into the existing ICT infrastructure.
Two solution concepts are emerging from the debate:
• "Bring your own device" (BYOD); according to
this concept the user procures his own device which
is then supported by the company’s IT.
• Virtualisation concepts, for instance via centrally
provided applications in a safe company cloud.
This also includes concepts where the user is offered separate roles via the terminal device, with
separate accounts. On the one hand this may be for
the role of the employee with clear rules on using
the device, but including access to company resources, on the other hand it may be for the role
of the private individual with every degree of freedom, but utilisation is for the user’s own account.
Furthermore, the growing potential of mobile applications should be used consistently in order to be
better able to achieve the company’s goals. Today’s
widely used mobile business applications are mostly
limited to managing the PIM (personal information
management) functions, i.e. emails, contacts or appointments. The rest is mostly still done offline.
But that is no longer good enough. Argue as much as
you might, any simple approval procedure is slowed
down if the person in charge is on a business trip
abroad and unable to access the application which he
needs for accepting or rejecting a request.
In principle it is possible these days to handle any
business process using a mobile device. But to do so
only makes sense if mobile staff is unburdened and
33
the business result benefits clearly. A workflow analysis will show in which situations it is useful if employees can handle individual steps of a process with
a mobile device.
Companies and service providers are thus faced with
a challenge for which there is no readymade concept.
Solutions have to be found together and in a dialogue.
Therefore you are invited to join us in this dialogue.
In the next chapter of this Dossier, we show, as T-Systems, how the two concepts mentioned above can be
approached from different perspectives, and we also
outline concrete solution scenarios.
34
We illustrate our responses in the contributions that
follow on the portfolio of solutions, development of
applications, innovations and concrete examples.
Start the dialogue and give us feedback. We are looking forward to it!
Sincerely,
Dr. Marcus Hacke
Head of Portfolio & Solution Design,
Quo Vadis Mobile Enterprise?
A Customer Perspective
Lutz Bischof,
Executive Business
Consultant, T-Systems
International GmbH
The Mobile Enterprise issue is very complex and
multi-layered. Besides managing mobile terminal
devices it is about mobilising business processes or
the development of mobile applications. The use of
mobile terminal devices often results in the reorganisation of entire business models. This affects many
industries. T-Systems’ experienced consultants, who
have gathered their experience through diverse customer projects in various sectors, advise customers on
this matter. In the following part one of them comments, Executive Business Consultant Lutz Bischof.
LÜNENDONK: Mr Bischof, there is a lot of talk about
the transformation to Mobile Enterprise. Are your
customers actually discussing this subject?
BISCHOF: Yes, it already has a firm place on com-
pany agendas and in customer workshops it is always
among the top issues. But we do notice that as yet
customers often do not have much experience with it
or that the necessary knowhow is limited.
LÜNENDONK: And from where in the companies
comes the final push to actively deal with Mobile Enterprise? Which are the driving factors?
BISCHOF: We see two directions of impact within
the companies. Either a classic top-down, when the
management wants to deploy the mobile terminal
devices. Or bottom-up, when the field sales staff of
sales-oriented businesses, like insurance companies,
but also junior management staff, so-called "digital
natives", coax their employers into making innovative terminal devices available to replace outdated,
usually "heavy" laptops.
LÜNENDONK: According to a recent BITKOM study,
88 percent of German employees can be contacted,
among others, through their private devices, about
work-related matters even after their regular working
hours. What are the implications for your customers?
BISCHOF: More and more employees indeed use one
or more terminal devices with which they are able to
access private as well as work-related applications at
any time. A considerable number of our clients actually supports this. They say: let our employees use the
new technologies, always within reasonable limits of
course. But then you are quickly confronted by a multitude of terminal devices which are equipped with
different operating systems and applications.
LÜNENDONK: And the customers then wonder what
they are supposed to do with all those mobile terminal
devices?
BISCHOF: Correct. The multitude of devices requires
extensive integration and management work from the
company’s IT people. Apart from the enormous complexity which comes about in the management of terminal devices, a huge challenge that has to be dealt
with is to guarantee the security of business data. If
our customers were to accomplish this on their own
35
it would mean a tremendous effort and large costs.
They need suitable staff and technologies and they
constantly have to keep up-to-date because the volatility of these devices is enormous. These days the
lifespan of mobile terminal devices is barely more
than half a year. And since their lifecycle continues
to drop the complexity of managing them increases
further.
Settings for the profiles, like access rights and applications, are automatically copied to the devices.
The user does not even notice it because it is all done
in the background. Naturally, the administrative effort increases with the growing number of different
profiles. But profile-related management reduces the
effort when employees come and go, which in turn
reduces set-up costs. Furthermore, the company’s
safety concept is easier to implement this way.
LÜNENDONK: And that is the reason why your cus-
tomers resort to T-Systems?
LÜNENDONK: Why should a company decide to go
for T-Systems?
BISCHOF: Exactly. Many customers outsource the
management of smartphones and iPads to a service
provider who offers solutions for all devices and operation systems and where they can also benefit from
economies of scale. We offer a full-management approach to these customers and take care of everything
for a fixed monthly sum. But there are also customers who prefer to manage these devices themselves.
To them we offer a service in a secure data centre in
Germany which is subject to the German laws on data
protection.
LÜNENDONK: When a customer outsources the
management of his mobile services – how much collaboration does he still have to invest at a later stage,
for instance in the event of post-merger integrations?
BISCHOF: Actually a customer does not have to invest any time in order to add one or more devices to
the mobile device management and thus make them
useable for business. He can simply grant an authorisation. All settings are then automatically copied to
the device and access to the company is automatically
established. This also includes the possibility to sort
the permissions of various user groups via so-called
profiles.
36
BISCHOF: Apart from the factors already mentioned,
T-Systems has access to technologies and insights
regarding mobile telephony – the latest devices and
developments – already in an early phase through the
Deutsche Telecom group.
We are able to see in advance which devices will
come onto the market. This puts us a step ahead of
other IT service providers. Providing mobile telephony as well as the entire service of integration is an
advantage which only T-Systems offers. Furthermore
the customer is able to decide flexibly to which extent
he wants to operate his mobile device management
himself. With T-Systems everything is possible, from
full management to individual part-services.
With our own Mobility Enterprise Taskforce at
T-Systems we can draw from experiences gathered
through many customer projects and say, "This is a
cul-de-sac, better not to enter at all!" and recommend
a better alternative.
Mobile Enterprise Dissected – Lego with
Three Basic Building Blocks
device types and the various applications, the safe integration and the complexity of the infrastructure.
These days it is no longer an extraordinary feat to
write an application for the banking business, for instance. But as soon as secure transactions, like money
transfers, are involved the complexity increases considerably.
Dr. Henning Dransfeld,
Executive Consultant,
Marketing,
GmbH
The entire infrastructure from the terminal device to
the server has to be neatly integrated and no customer
data may be lost in any phase.
MANAGING SMARTPHONES/TABLETS
IT decision-makers are in principle open to the introduction of mobile business applications via smartphones and tablets. However, enormous challenges are
posed by the task of managing the respective terminal
Hardware
Smartphones
based on OS
Symbian
(Nokia)
Service
Connectivity
Subscription
(SIM-Card)
BlackBerry
OS (RIM)
Airtime/
Data Tariffs
iPhone OS
(Apple)
Others
(Android,
Maemo)
Software
Mobile
Device
Mgmt.
Software
Device
Management
Tools
Middleware
Deployment
frames for
Mobile Apps
Processing &
frames for
Mobile Apps
Win Mobile
(z.B. HTC)
BlackBerry
Service
Then there is also the question: To what extent and
with which purpose must modern smartphones from
the end customer environment be integrated into the
company context?
Managed Services
Enterprise
Application
Software
Backend
Business
Apps
Mobile
Enterprise
Application
SW products
Standard,
Mobile
Applications
as Products
(incl. Frontend
and Backend)
Backend
Application
Mobilization
Framework
(Mobile)
Enterprise
Application
Operations
Hosting of the
clients HW and
for Backend
and Mobile
Application
Mobile
Application,
Backend
Hosting
Backend
Integration
Adaption
Project Services
Mobile
Device
Management
Services
OS
deployment &
configuration
Over the air
software
distribution
& removal
System
configurations, asset
inventory
& patches
Security
& remote
management
Standalone
Apps (e.g.
App store)
Discharged
Device und
Application
Management
Consulting/
Integration/
Individual
Dev./ALM
Mobile
Solution
Consulting
Frontend
Customization/
Individual
Development
Backend
Integration/
Customization/
Configuration
Life Cycle
mgmt. for
mobile
Applications
Illustration 15: On the first value creation level alone, terminal devices and "operating software platform",
there are currently considerable dynamics.
37
COMPLEX STRUCTURE OF OFFERS
It is imperative not only to look at value creation
which was described in the first part, but also to look
at the systems and provider environment in its entirety. The offer chain for Mobile Enterprise – from
hardware to service, software, managed services and
project services – is complex as well as fragmented.
RAPID DEVELOPMENT IN MOBILE OPERATING
SYSTEMS
It is unclear which operating systems have to be supported in future. Apple is seen as a benchmark, but
that could change quickly in this volatile market. According to Gartner’s analysts Google shows the fastest growth; though this analysis stems from the time
before Motorola Mobility was acquired.
Quite a few specialists therefore see Google as the
leading platform in the short run. According to Comscore (ZD Net, May 2011) Google Android already
has the largest market share for smartphone operating
systems in the USA, for instance.
Furthermore, a look at the last quarterly figures shows
that the success story of Apple has not peaked yet.
On top of that another analyst company ventures the
prognosis that Microsoft will make a comeback as
early as 2013 and gain the market leadership (Pyramid Research, Netzwelt, May 2011). But all of these
different operation systems will not be able to persist
on the market in the long term, and sooner or later
consolidations will be seen in this segment, too.
2010
2015
Other Operating Systems 3.8%
Microsoft 4.2%
Symbian 37.6%
Other Operating Systems 3.3%
Symbian 0.1%
Microsoft 19.5%
Android 48.8%
iOS 15.7%
Research in
Motion,
BlackBerry
16.0%
iOS 17.2%
Android 22.7%
Research in
Motion,
BlackBerry
11.1%
Source: Gartner (April 2011)
Source: Gartner (April 2011)
Illustration 16: Development of the quarterly figures of the respective operating systems
(Source: T-Systems, based on "Gartner Says Android to Command Nearly Half of Worldwide Smartphone
Operating System Market by Year-End 2012", 07-04-2011)
38
Forecasting the final winners is difficult, however,
even though Google already seems to reinforce its
expected dominant position through the massive accrual of Motorola patents.
• Lastly, IT managers expect mobile solutions to
Irrespective of operating systems diverse chances and
challenges arise across this complex value creation
chain for the CIOs:
• The first challenge is that a clear business benefit
needs to be shown for mobile solutions. Without
proof that a concrete and clearly visible added value will be created, also in the line of business, the
CFO will never sanction any investments for Mobile Enterprise. Especially when it comes to mobile solutions, affected business areas are increasingly drawn into the discussions. A sales manager
will probably take less note of the equipment with
which his sales team works at stationary work places, but he will very well want to be responsible for
selecting mobile devices for the team and having a
say in the performance and purpose of the devices.
• Secondly the person in charge of IT has to ensure
that the latest, popular and wanted terminal devices
and applications suitable to prove such added value
are integrated safely and seamlessly into the existing ICT infrastructure and tariff environment.
• In addition, the IT management needs central control functions and the possibility to guide via terminal devices and applications in order to ensure
usability, integration and IT security. This also
includes central distribution of software and the
guarantee that devices which have not been used
in the company network for several weeks will
nevertheless be equipped with the latest anti-virus
programme as well before they are granted access
again.
THREE BUILDING BLOCKS:
have a uniform and transparent cost structure and
as an integrated communications solution show a
clear cost reduction against today’s status quo.
DEVICE MANAGEMENT, APPLICATIONS
AND MOBILISATION OF PROCESSES
T-Systems is serious about customer requirements
and pursues an integrated approach in order to facilitate migration for the customer.
T-Systems sees itself as a facilitator who secures the
necessary capacity to act and competitiveness for its
customers.
In the course of this, consulting and other services are
based on the three trademarks of T-Systems: innovation, simplicity and competence.
From its extensive customer experience T-Systems
has taken up three core questions on the challenges
that customers encounter with regard to Mobile
Enterprise issues:
• How are terminal devices operated efficiently,
compliant and safely?
• Which business applications create added value
and how can they be integrated into the company
structure?
• Which processes can and should be mobilised
entirely?
Business processes: Mobilized!
Applications: fully integrated!
Illustration 17: Core areas of the integrated offer are based on three steps:
device management, applications and
mobilisation of processes.
Device Management: coherently consolidated and secure!
…?
39
FIRST BUILDING BLOCK:
Mobile Device Management:
A mixed Bouquet and a Structured Operation
Actually all companies should have a clear concept
by now, a strategy for the mobility infrastructure. For
a number of important decisions needs to be taken
with regard to form factors, areas of deployment,
safety strategy and many more.
Claus Hartherz,
Head of Mobile
Enterprise Services,
GmbH
However, so far only a small number of companies
have a strategy for dealing with mobile terminal devices in place.
NECESSITY OF A MOBILITY STRATEGY
NEW VARIETY OF MOBILE TERMINAL DEVICES
In companies, too, it has been quite a while since mobile terminal devices were used for telephone calls
only. Rather, smartphones and tablets are fashionable
and handy little computers which impress with a high
and very intuitive ease of use. These devices are now
widely available in various shapes and designs and
their performance has increased enormously. This
makes them perfectly suited to meet today’s demands
on mobile employees in terms of availability, speed
and productivity, as well as the users’ private preferences in terms of usability and looks.
And so the inventory of mobile terminal devices is
steadily growing in many companies, at the same
time pushing up the cost. Highly diverse requirements
have to be met, from the administrative worker to the
board member – all of them submit their requests.
The CIO now has to fulfil the individual requests as
best as he can but he also has to create standardised
interfaces and comply with safety demands, which
are usually on a high level.
40
The decision in favour of a particular mobility strategy should be taken together with the relevant speciality departments because, as noted earlier, the processes to be established determine what the mobile
solution has to provide, and this in turn affects the
choice of system.
It has to be recorded what type of benefit is generated
for which department through the use of mobile devices. The expectations of the users play an important
role in this respect. The question is which sections of
the company should be supported by mobile technology, whether it is intended to increase the penetration
power of marketing, better proximity to the customer,
faster response times, etc.
Apart from the decision on processes to be mobilised,
available terminal devices, a platform and a service
provider have to be selected, and roles within the
company have to be defined. Especially the selection
of devices and the operating system have an impact
not only on company strategy but in a decisive manner also on the user experience.
The possibilities and limitations of the various operating systems have to be assessed in advance and
aligned to the envisaged areas of deployment. Special attention has to be paid to the fact that due to
rapidly decreasing lifecycles of these devices a decision in favour of a device which is still in the planning phase may already be outdated by the time it is
implemented, because it is then no longer produced.
Likewise an operating system which is currently considered state-of-the-art may be ousted by a new and
better one within just a few months. In this case it is
important that a mobility strategy is flexible enough.
The mobility strategy has to reach far beyond anything that companies have done so far.
MULTI DEVICE MANAGEMENT AND THE
ASPECT OF ROAMING
When mobilisation has started, i.e. more and more or
ever faster people are to be given access to data irrespective of where they are, the manner in which data
are made accessible has to be clarified in advance.
Even though applications like Skype can generally
reduce the costs of (video) telephony, the costs for
the necessary data roaming remain and international
roaming may quickly become a considerable cost
driver for the company.
With mobile device management the use of such
services can be limited from the outset, or at least the
roaming that comes with it can be pointed out to the
user. Then he first has to confirm that the data, e.g. a
six MB presentation, really needs to be downloaded.
In this case, he can directly see what the costs are. In
this way, companies can save themselves some unpleasant surprises.
Our experience has shown that before active mobile
device management it has happened that a manager
caused roaming costs to the tune of 16,000 euros per
month. And he was not an exception. This service of
cost control (Telecom expense management) should
not be regarded as being isolated from the mobility
strategy. Instead it should be a firm part of it.
Another interesting aspect of the mobility strategy is
the administration of the entire mobile lifecycle. Mobile device management has solutions at its dispose
with which to manage resources, to distribute and update business applications, as well as to change the
settings of devices by remote access. Central backups across platforms are possible, and if a terminal
device is lost or stolen it can be blocked or its data
can be wiped.
In theory a company can take care of the complete
package itself. However, this is rarely worthwhile if
the actual costs are taken into account. Because naturally it is not enough to have the infrastructure in place;
manpower is needed to run the infrastructure successfully. This means that resources have to be allocated to
all activities, from the concept to project planning and
development, implementation and of course also for
operating the system, ensuring quality, etc.
There are several alternatives to giving this task which
is probably alien to the company’s business to existing employees. If the company wants to keep part of
the task it may want to use a cloud service. Package
solutions are available for various options of functions regarding management, security and cost control. Some companies also like to use such packages
when it comes to variable costs for hardware, infrastructure and staff, i.e. transforming CAPEX (capital
expenditure) into OPEX (operational expenditure).
On the whole, cloud services offer the possibility to
clearly reduce the costs for device management and at
the same time increase security on terminal devices.
The degree of outsourcing is the company’s own decision.
With a managed service, on the other hand, the entire
mobile workplace can be guided externally. If companies choose this option, they buy a service which
guarantees constant availability and instant troubleshooting. They also benefit from economies of scale
41
when the infrastructure is made available and from
the extensive experience of the service provider’s
staff. But in the final analysis the decision should be
based on the size and the strategic focus of the company, on internally available resources and the investment costs required by a given solution. The decision
should be taken individually and if possible with the
assistance of experienced consultants.
as conventional PCs and laptops. Secure mobility has
many features.
COSTS OF MOBILE SECURITY
As a rough guide: the more componentshave to be
managed and the more specific the security instructions are, the more money the company has to spend.
Furthermore, the costs of security solutions depend to
a large extent on the degree of automation. Encryption and access concepts also have to be arranged in
a new and different way and initially add to the costs.
Security is another issue which is closely connected
to mobility. By now almost two billion mobile terminal devices worldwide allow access to some 70
percent of all business data – in many cases sensitive data which may not fall into the hands of third
parties. It follows that smartphones and tablets must
be subject to at least the same security requirements
Thus, instead of common authentication methods,
which require slots or reading devices, other means
(such as 2-factor authentication, PIN, RSA, software
certificates) have to be deployed to take given form
factors into account. The next chapter shows how
such a security concept may look.
42
FIRST BUILDING BLOCK:
Mobile Security: Safety at the Expense
of Application Potentials?
RISKS: OPEN OPERATING SYSTEM AND CONTINUOUSLY LINKAGE TO THE BROADBAND
NETWORK
Marketing,
GmbH
In top management and among junior staff there is an
increasing desire to adopt personal IT preferences for
their professional life as well. This chapter describes
how these devices can be made secure and how, at
the same time, company guidelines can be adhered to.
Scenarios of mobile usage in the consumer environment continuously spill over into the companies.
Many CIOs are currently intensely working on the
question of how to integrate iPhone and Google Android terminal devices safely into the company context without blocking the innovative character too
much. IT departments have to deal with the task of
managing different devices, applications and operating systems.
It is less and less a matter of which technology will be
deployed but rather, which business risks it will ward
off. This requires active involvement of the company’s management because they are best equipped to
define the risks that have to be taken into account.
Thus it is imperative to strike the balance between
necessary security and freedom of utilising innovative applications.
Security problems are largely due to the fact that
these devices run on an open source operating system. One reason for their success is the ease with
which they connect to the internet to search websites
or download music and applications. Thus there is
a real risk of malware infection which may spread
at great speed. This will still increase as a result of
growing broadband availability via LTE. Things get
really nasty when a virus-infested device gains access
to a company’s intranet.
Even though the mobile operator is able to minimise
the risk in his own network, there is nothing he can do
when the terminal devices use public or unprotected
WiFi hotspots.
For this reason we recommend the following four
steps to improve the data security of the mobile device pool:
SECURITY CONCEPT STEP 1:
PROTECTION OF NETWORK ACCESS
AND DEVICES WHEN LOST
Total integration into company applications and networks requires a password and an SSL VPN. In all
smartphones used for official purposes the start-up of
browser and mail agent, as well as any other company
application should be protected with a password. This
prevents unauthorised third parties from using a lost
smartphone and gaining access to the entire network
by a simple click on a symbol.
43
Another important protective function is the "kill
pill" which reduces a device, reported as missing, to
its original state as soon as it is switched on. All data
stored on the device can be remotely deleted with this
function.
NETWORK CENTRIC NON-LOCAL
DATA STORAGE
A sensible and rather obvious step is to implement
and manage a solution which protects against malware, SMS spam and internet attacks which strike out
at the mobile platforms. If smartphones increasingly
become the target of virus attacks due to the spread
of software for business purposes, the relevance of
central data storage will also increase. This is where
virtualised approaches come into play: applications
and data are fed from a central server, basically making the smartphone a display tool only.
However, it must be kept in mind that central data
storage also impairs the usability of mobile solutions.
When the user is offline he can no longer access any
of the data sources. Furthermore, a network centric
solution results in increased data traffic which in an
international environment may quickly push up the
costs. But both of these disadvantages will soon be
put into a different perspective by increased broadband availability, the rapid development of fixed-mobile convergence and improved availability of international flat rates.
for example. Choosing roles as the basis is advantageous because management is easier and more costeffective.
To start with, carefully staggered classifications have
to be defined for all employees in question. A special
package of access authorisations and other privileges,
tailored to their specific role, is assigned to each of
them. Through central IT security protocols can be
arranged in a way that different rights are allocated to
every group with regard to device management and
varying security level.
Security can also be based on the purposes for which
the mobile device is used. In that case the access
rights are determined according to business purposes
such as leads, sales opportunities, contacts, customers, offers, orders, invoices, contracts, etc. Moreover,
security based on roles and security based on purposes can be combined in order to define all the security
rights which users have been given for a particular
application.
SECURITY CONCEPT FINAL STEP:
ENCRYPTION OF BUSINESS DATA
As the ultimate protection measure it is imperative to
encrypt all confidential data stored on mobile devices.
This needs to be done with smartphones when it is a
client server application, i.e. the connection for communication is encrypted on both ends: at the servers
which perform the various business processes as well
as on the mobile devices.
DEDICATED ACCESS CONCEPT BASED
ON ROLES AND PURPOSE
Access to all information in the network does not
automatically need to be given to every user. The
various departments and employees have different
requirements. Therefore the third step is to determine
what the users hope to gain from mobility. It then
becomes possible to define user groups and to put
down specific governance guidelines for each group.
Security can be based on individual persons or roles,
44
However, encryption at the server-side is not possible
for applications from the social network sphere, e.g.
Facebook or MySpace. In this case the only remedy is
to work with different user profiles: one for work-related purposes and one for private purposes. The risk
of contracting a virus infection through an application
from the public Apple, Google Android or Microsoft
Store can be minimised with antivirus software and
additional virus-checks. While the device is logged
into the company network it is possible, for example,
to check whether the software is up-to-date.
Another security strategy is the "sandbox approach"
where company data and applications which are encrypted and protected by passwords are stored in a certain part of the device. All the remaining files, such as
music, videos and images, remain and can be used by
persons who are not logged into the company network.
The providers of security services are now looking
into the protection of smartphones as well. Companies like Good Technology and Mocana, for instance,
offer encryption for smartphones. Good Technology
provides a solution suite called Good for Enterprise
which includes mobile messaging, secure browser
access (coming soon), as well as application/device
management and control components. The client
application isolates and encrypts all company data
stored on the devices. Access to the company systems
takes place through a central infrastructure for operating the network and allows for encryption and security throughout.
This solution prevents all unauthorised access to Android devices and iPhone models, including iPads, as
well as Windows and Symbian devices. On the server-side it cooperates with the Exchange and Domino
applications. Mocana’s key product for smartphone
protection is a cryptography engine called NanoCrypto which is state-certified in the US. It offers a choice
of cryptographic methods to developers, including
RSA and elliptic curves, symmetric algorithms like
3DES and AES, message authentication and pseudo
random number generators.
It can be expected that future devices come equipped
with sound security engines, so that security can be
taken for granted. Devices with a micro SD slot can
already use the Certgate solution which is based on a
flash memory card. The smart card functionality for
smartphones, i.e. signature and encryption, is activated by hardware tokens in the micro SD card.
Together with the flash memory and a cryptographic
processor it is possible to generate and save digital
key pairs (RSA 2048 bit) and certificates. Private keys
can be generated directly on the card and remain there
– thus they cannot fall into the wrong hands. Another
advantage of this approach is that it works independently of the operating system. All that is needed is a
micro SD slot which most mobile devices have. The
only exception is the iPhone. Certgate has also developed voice encryption for VoIP connections.
Secure mobile email is also available. It was a relatively elaborate but very successful service which
was first offered by RIM for its BlackBerry. This device is still the first choice of most business people.
Data that is transferred between the BlackBerry Enterprise Server (BES) and BlackBerry smartphones is
encrypted with the Triple Data Encryption Standard
or the Advanced Encryption Standard respectively.
The latter is also used by the US government, for instance. What is more, RIM‘s implementation of the
standard for universal S/MIME encryption and signature can be deactivated on the BES server and the devices. Even though these BS-based solutions already
offer solid security they can still be enhanced by a
Certgate MicroCard. This combination makes e.g.
real 2-factor security possible and prevents unsolicited access to the user’s private data.
Illustration 18:
Added security with a
Certgate MicroCard
THE BIGGEST SECURITY RISK:
ONE’S OWN EMPLOYEE
The necessity of minimising gaps in the security system is obvious. However, maximum security is not
always the best possible solution. After all, the users
have to be able to work with a given solution. But
that is not the case if the application is too complex or
intricate. An example: if company guidelines for the
45
users are seen as being too restricting, they will do
their best to bypass them. Lacking acceptance by the
users can also have the result that the advantages of
a mobile solution remain untapped as well. Compromises are needed. The solution should be arranged in
such a manner that it really gets accepted.
Prior to the implementation of solutions employees
have to be drawn into the process and they have to be
informed about the security risks. Because their active support is essential: employees who want to use
their private smartphone or tablet PC for official purposes have to be prepared to accept restrictions with
regard to accessing social networks. There is no way
around signing terms of use which correspond to the
security guidelines of one’s company. Responsible
and conscious handling of company data still is the
most important key to their protection.
SECURITY AND BENEFIT –
TARGETS IN CONFLICT
Security is a complex issue with many facets. Mobile
devices can be attacked for different reasons and in
different ways. Smartphones with open source operating systems are particularly endangered. At the
46
same time, however, they have put their mark on the
concept of the Mobile Enterprise.
But if the simplicity and usability of a solution is
hampered too much by the authentication process, usage may be perceived as negative which in turn will
reduce acceptance and the productive usage of the solution in question. Also, if security standards are too
high they put the brakes onto the mobile potential of
collaboration and innovation. In general the range of
functions that comes with new mobile terminal devices should not be regulated too severely. A company which aims to be particularly innovative may
have to do without tight security regulations. It does
not make sense if innovative solutions cannot be used
because tight security regulations restrict them to an
extent where they are no longer innovative.
Therefore it is imperative that a company’s security
concept is built around the novel mobile terminal devices. In order to tap the full potential, the benefits
promised by the new devices and their process-oriented applications have to be verified and balanced
against the risks which their usage involves.
SECOND BUILDING BLOCK:
Mobile Applications Store:
Paving New Ways Together
Andreas Böhm,
Top Delivery Manager
Mobile Enterprise,
GmbH
Small wonder that the number of available applications is increasing ever faster. The market for a mobilisation of processes is developing rapidly. More and
more, large software companies also delve into the
mobilisation of business processes, either for their
software or by means of it. Thus it is already possible
to map the essential parts of substantial ERP systems.
A BI application adapted to modern form factors, for
instance, enables a decision maker to be updated on
relevant KPIs conveniently and at any time by accessing aggregated and edited information, projections or
prognoses at the touch of a button.
MOBILE APPLICATIONS CONQUER
THE BUSINESS ENVIRONMENT
The enormous popularity of mobile applications is no
longer restricted to private life. The rapid distribution
and tremendous development in the performance of
high-end mobile devices (smartphones, tablets) has
finally caught the attention of the corporate world.
Companies become increasingly aware of the large
potentials with respect to possible competitive advantages which might be realised if mobile terminal devices were more vigorously integrated into their business processes. Mobile terminal devices do not have
lengthy start-up times, they are ready for immediate
use and most of them can be handled intuitively. They
usually enable the user to give answers quickly and
thus offer very short response times.
The resulting advantages are obvious: increased job
productivity, better staff availability, accelerated
decision-making, faster solving of IT problems and
improved customer dialogue and satisfaction.
Issues such as UCC, HR, CRM, sales force automation, tracking and field work solutions are also believed to have great potential.
APPLICATION – RATHER OUT OF THE BOX OR
TAILORED INDIVIDUALLY?
When purchasing or developing an application there
is a very wide spectrum of possibilities. Applications
are of course available out of the box, and standardised software is also available in a quick and simple
manner, but it rarely offers enough possibilities for
adaptation.
In most cases, however, there is a need to make adaptations, or a desire to test new individual features or break
fresh ground respectively. And this is exactly what
makes these new, almost unrestricted terminal devices so attractive. When a company decides in favour of
integrating or creating an application within its mobility
strategy, several factors have to be kept in mind.
47
First of all there is the question of which ways of use
can be projected with the envisaged solution. Since
usually only part of a process is mobilised it has to be
ascertained that meaningful interaction is possible between the mobile solution and the process as a whole.
Likewise, it is necessary to determine the expandability and sustainability of the solution, and to estimate
expected operating costs or follow-up investments for
the mobilisation of other processes.
Successful accommodation of usability demands
with regard to simple and quick handling is also imperative to achieve a high level of user acceptance.
Precautionary measures in terms of security and data
protection are also vitally important because mobile
devices are exposed to particularly high risks.
It is of course possible to create individual applications. In the case of multi-level processes, however,
or from a certain number of mobile applications it
makes sense – considering lower costs and higher
Client needs,
check and
decision
Analysis of
demands
Project
initialisation
quality – to use the application solutions of an App
Factory.
Since processes are defined in advance, production
can be speeded up, and high quality as well as uniformity and compatibility can be guaranteed. The
development at T-Systems is based on the very agile
Scrum approach and takes place in close cooperation with the specialist departments. This results in
a high level of customer satisfaction. In so-called
sprints (periods of 2-4 weeks) self-regulated teams
are able to steadily continue with the development of
individual product parts according to the customer’s
requests. By concentrating on delivering the most
important requirements, loadable programmes can
be generated almost immediately. The App Factory
should be combined with an active application lifecycle management in order keep track of the changing
requirements with regard to target platform, mobile
operating system and security. The rollout is ultimately handled by an App Store.
Initial Concept
I nitial Sprint
(Gr ob-Spec)
Speciality department




Idea
Business value
Goals/ Benefit
Budget
E2E
Tests
Sprints/Releases
Sprint
WS
 User Stories
 Business Value
Implementation
(Final Sprint?)
SCRUM -Development
S pec
Dev
Test
Pilotphase /
Operation
Fi nal
Dok u
S print
Review
 Acceptance
skript
 Release
Competence Center
 Checking
proposal
 Szenario
 Cost estimate
 Supplier
T-Systems SI
 RFI




 AnforderungsWorkshop
 Quantitativer
BusinessCase
 Mockup
 Anforderungs-WS
 Feasability Study
 Lösungsdesign (BLKostenschätzung)
 (Mockup-Beratung)
Budgetantrag
Lieferantenauftrag
PO benennen
BusinessCase
prüfen
Initial Sprint
(Grob-Spec)
SCRUM-Development
 Abnahme Konzept
 Freigabe
 Datenschutz
 Security
 Betriebsrat
Selected User
Stories inkl.
Detaillierung
Sprints/Releases
 Angebot
 Erstellung
 SCRUM Master /
 Drehbuch
PM festlegen
 Grobkonzept
 Team bilden Sprint
Spec
 Kick-Off
WS
User Stories
Bewerten
Schätzen
Auswählen
Usecases
Verfeinerung:
Konzept
UI
Dev
Durchführung
Sprint:
Specification
Development
Test
Abnahme
Testing
Sprint
Abnahme
Bereit für
Abnahme
Sprint
Review
 PO: Betrieb
anstoßen
E2E
Tests
Final
Doku
 Dokumentation
 Schulung
 Betriebsunsterstützung
Operation
 Ggf. Expertensupport
 Ggf. Ansprechpartner
für Backend
 Ggf. Betriebskosten schätzung
 Kostemschätzung
 Betriebskonzept
 Supportkonzept
Illustration 19: Development process of a mobile application
48
Überführung in Store
Installation Endgeräten
Berechtigungen
AMS planen/aufbauen
Betriebsprozesse
 Betreuung &
Betrieb
 Middleware
 Integrationsserver
 Backend
HOW THE APPLICATION FINDS THE EMPLOYEE
In principle there are two possibilities for the mobile
deployment of applications and for organising the
data traffic for the Mobile Enterprise between the corporate head office and the periphery. One possibility
is the classic way via the company IT. In that case the
service provider only provides software codes. The
other possibility is to follow the future trend: delivery takes place via Cloud Computing. Not only for
financial reasons has Cloud Computing be considered
as a sensible alternative: it includes outplacement of
computing processes, deployment of computing performance and applications via the internet as well as
virtual memory space on unspecified servers.
The App Store concept, already known to private users, is a suitable way for obtaining the applications.
A public App Store is adequate if it is a matter of
just a few specified business applications. Access to
the company environment is then controlled by individual security mechanisms to ensure that only au-
thorised users are accepted. A better alternative is the
individual structure of a non-public Enterprise App
Store to which only authorised user groups are allowed access.
This is preferable if a major number of Enterprise applications are made available and the user in a selfservice approach is to decide about the services to be
used. A particular advantage is the noticeably simpler
connection to mobile device management through
which the App Store automatically induces processes
such as installation, deinstallation or updating of individual applications.
An efficient mobilisation of business processes anyway requires active management of an application’s
lifecycle – for instance, when new versions of operating systems appear on the market, terminal device
platforms become available or new features just have
to be integrated into the applications.
Apps easy and
efficient to realize
KPIs for Sales
Personal data
accessible on the move
Sales Opportunities
Time sheet recording
Deciding, approving and
accelerating workflows
Scheduling for field
force technicians
Ordering spare
parts locally
…new applications are
permanently added!!!!
Illustration 20: Example of a typical App Store
49
As yet mobile application lifecycle management is
unfortunately not noticed actively enough. The catchphrase is "bring your own device": if an employee
is updates the operating system faster than his colleagues, i.e. suddenly uses a newer version, then the
company has to be able to provide compatibility with
the new operating system.
It is a mammoth task, not least because of the stipulated flexibility, to manage the devices and facilitate the
50
requested process mobilisation. Not only interaction
has to be controlled but development, deployment
and the application lifecycle management also have
to be coordinated.
In this respect large IT service providers offer enormous added value in comparison to a straight application development company which is able to create an
application according to specifications but after that
is out of the picture again.
SECOND BUILDING BLOCK:
Mobile Applications Innovation: Rather from
Life than out of the Laboratory
the future of ICT is discussed and tested on functioning test systems and different terminal devices.
Matthias Euler
Innovation Manager,
GmbH
Sascha Steiner
Innovation Manager,
GmbH
INNOVATION COOPERATION OF
T-SYSTEMS INNOVATION CENTRE AND
LUDWIG-MAXIMILIANS UNIVERSITY IN MuNICH
T-Systems fosters an open approach to innovation
and seeks cooperation with customers, partners in
the industry and research institutions. The focus is on
customer and solution oriented integration of innovative services with evident added value, as well as the
necessary maturity for deployment in large companies and public organisations.
As part of the Portfolio & Solution Design section
the team of the Innovation Centre drives innovation
transfer in important future fields, like mobile work
for instance. A significant platform for this is the Innovation Centre in the Euroindustriepark (Euro business
park) in Munich. It is a place where, together with
customers, industry experts, scientists and students,
Close cooperation between T-Systems and LudwigMaximilians University in Munich thereby produces
prototypes for future mobile solutions. The focus
is on innovation projects which address customerspecific problems. The chair of mobile distributed
systems offers students an industry internship during
their main studies and thus the opportunity to come
up with operational demonstrators for mobile solutions with the support of experienced experts.
The ideas are often born during innovation workshops
which are held on a regular basis with representatives
from client companies. Based on practical examples
and experiences made so far, viability and further requirements, as well as the implications for daily use
are discussed in a clear and easily understandable,
but also tangible manner. Theoretical learning during
the ongoing semester is followed by field experience
where fun and enthusiasm contribute to great learning
effects all round. In return T-Systems presents guest
lectures during tutorials.
The team of students and T-Systems experts has designed and implemented innovative ideas and prototypes for four semesters now. The result consists of 16
implemented showcases which so far have delighted
more than 80 customers of T-Systems.
The students have developed an application, for example, which makes it considerably easier to register
insurance cases. In the event of damage the policy
51
holder can request an application which the insurer
adapts to his specific case and which can then be
downloaded onto a smartphone.
the user’s possession (poster, direct transfer, or social
network). This means that the effect of marketing
campaigns can be reinforced by viral effects.
Registering the damage, including information on the
location and a time signature, is then done completely
digitally. The policy holder can send his report plus
pictures of the damage back to the insurance company by smartphone. The insurance employee checks
the dates and initiates the claim settlement. Thus the
entire process can be done quickly and efficiently and
without any red tape.
When customers announce further interest in the
showcases, a productive installation is prepared with
joint innovation projects, pilot implementations and
field tests. If broader interest exists on the part of customers as well as the portfolio management in charge,
the student prototypes turn into candidates for actual
– official, so to speak – product planning.
Another application model, dubbed "mobile viral
marketing", addresses companies in the retail sector.
It involves advertising posters which bear 2D codes
with a hidden voucher. In order to get to the voucher
the code only needs to be photographed. The voucher
can be claimed from a cashier of the company which
issued it, or it can be transferred to a friend or family
member by transmitting the photo of the code from
one mobile phone to another or through relevant social networks. A special feature is that the voucher
increases in value as it is passed on.
The application’s voucher management system enables the checkout system to identify the voucher and
calculate the applicable discount. Furthermore, information can be gained on how the voucher got into
52
The comprehensive and broad deployment of mobile
business solutions based on smartphones or tablets is
only at the beginning. Numerous questions about the
best possible architecture for high-performance, scalable and affordable mobile solutions are the topic of
an ongoing lively debate.
Questions range from the methods of initial creation,
to integration into the rest of the ICT environment,
to current operations and future security. The roles
of the various players in rather complex value-added
chains are also just starting to level out. New solutions for deployment within the company and multilevel value-added chains along enablers will establish
themselves in the medium term. The best possible
constellations are best found in a creative atmosphere
and shaped on a real-life example.
THIRD BUILDING BLOCK:
Mobile Processes:
Where Time and Money is Saved!
Marketing, T-Systems
International GmbH
manently connected to the world. Especially when it
comes to convenience, ease of use and usability these
privately used smartphones have already left classic
working equipment like laptop and PC far behind.
Many employees therefore expect their employers to
provide better possibilities for mobile work, if need
be with their own privately-bought mobile terminal
device.
A PERSONAL ENTERTAINER OR TRULY A TOOL
FOR WORK?
MINICOMPUTER IN YOUR POCKET – GLOBALLY
CONNECTED
Last year nature once again showed us the limits of
physical mobility. Aeroplanes remained grounded
due to volcanic ash. The eruption of Eyjafjallajökull
demonstrated the vulnerability of economic structures in the mobile age. Not only holidaymakers were
stuck all over the world but also thousands of business people and mobile employees. Most of them
could attend to their jobs by telephone alone or partly
by email. That could be called productive with reservations only. This means that even though the number
of mobile – and mostly – expensive employees continues to rise, many of them are still cut off from the
business processes of their companies when travelling. But customers expect increasing availability and
a continuous ability to provide information.
Would smartphones distributed throughout the company be a solution for this? Well, in their private lives
employees increasingly are used to carrying a mini
computer in their pocket through which they are per-
Companies now have to ask themselves: to what
extent can a device like the iPhone be roped in for
business purposes when it was originally designed
for voice communication, then data communication,
and now increasingly turns out to be entertainer and
admin assistant, but on the other hand is not adequate
by far for "PowerPoint junkies" to replace a laptop
and keyboard? Not to mention the so far inexistent
possibilities to use business applications such as the
CRM customer relationship management system or
analyses via Excel and Word documents. It is these
gaps that have to be closed in order to be able to tap
the full potential of Mobile Enterprise
Illustration 21: iPad@business
53
At this point the tablets come into play. For a long
time they were merely chuckled about, until one day
Apple introduced a new class of devices which impressed with their high-resolution display, low weight
and sensationally intuitive handling. They were accepted by the market with remarkable speed.
What is more, most users no longer need any instructions for the iPad. Usually they have already learnt
via the iPhone or similar devices how to handle the
iPad haptic. It is also an advantage that mobile network connections alternately via WLAN/GSM are
simple as well as cost-efficient.
MOBILISATION OF BUSINESS PROCESSES –
START WITH A CLEAR PICTURE OF THE GOAL
So, what is the best way to use the potential of these
new devices as a company? How can processes be
mobilised and what type of mobilisation is also meaningful? It has to be assessed in which situation it becomes possible to work faster and more reliably. And
also, of course, how earlier sources of error, in data
capturing or transfer, for instance, can be avoided.
There are a number of suitable processes for increasing efficiency in day-to-day business.
Below, a list of just a few examples:
• Applications which support customer relationship
management, such as CRM. There is a real case for
this (Yankee analysis of the unused time of a sales
person on the road).
• Human Resources: Via iPad the HR staffer can
work with necessary dates and systems during interview processes or staff planning sessions without having to log onto a PC.
• Hospitals: Via a wireless network doctors making
their rounds would have direct access to electronic
patient files. Thus the doctor has immediate access
to the information he needs.
In all three cases administrative efforts can be reduced, processes can be accelerated and tight resources (doctors, field staff) can be relieved. Let us take a
closer look at CRM.
54
CUSTOMER RELATIONSHIP MANAGEMENT
MOBILE CRM:
The mobile CRM version allows SAP users to access
the known software easily and quickly by iPhone.
If desktop work stations are already equipped with
CRM via SAP, no additional SAP licences need to
be purchased. Customer requests can be processed
seamlessly with SAP’s mobile CRM version.
When a customer‘s call is answered by a call centre
the data is entered into the CRM and the appropriate
sales person can immediately access the information
by smartphone. He processes the enquiry at once,
loads data directly into the system with his iPhone or
Blackberry and thus triggers further sales action in a
very timely manner. This gain in time can be a deciding competitive edge.
Illustration 22:
Example of a CRM
system for mobile
terminal devices
DRIVEN BY THE UTILISATION ENVIRONMENT –
NOT FROM THE IT DEPARTMENT
However, the mobilisation of business processes
should not be expedited by IT departments alone.
First of all a well-defined strategy has to be adopted,
involving the business sections in question.
Introducing mobile CRM solutions does not make
much sense, for instance, if they are not brought in
line with the sales and distribution process. Based on
the respective process it should be clearly determined
which steps can ideally be mobilised, who takes them
and in which environment it is done. It certainly makes
sense to start with an application which shows undisputed and transparent benefits which are also clearly
recognisable for the business units in question.
User companies have to achieve a noticeable boost
in efficiency by the improved integration of mobile
employees. If a field worker is no longer kept busy
with post-processing work, for instance, that time becomes available for additional calls on customers. For
this reason alone the solution should fit into the business process or even make it simpler. Consequently
the value creation chain for mobile services has to be
looked at in its entirety.
With which terminal devices can I work and how do
I integrate them into the (security) structure of my
company? Where do I keep my applications, on the
one hand to protect them and on the other hand to be
able to access them at any time? Who takes care of
the service if the terminal device, the network or the
server fails? In order to answer these and other questions a service provider to cover the chain from the
data centre to network performance and the terminal
device is needed. The user may then expect to be accorded a consulting service of corresponding quality.
55
Last but not Least: Mobile Enterprise
Admits no Delay!
GREATER DEMANDS ON PRODUCTIVITY
More and more managers demand mobile applications
from their IT departments to help them do a better
job which can be finalised by smartphones. Managers also scrutinise the productivity of mobile teams.
While travelling their involvement in the work processes tends to be minimal. This means that they are
unproductive, costing the company hard cash. What is
more, HR departments have noticed changes in the job
market: university graduates handle the mobile online
world with perfect ease and want to use mobile terminal devices and applications at the workplace as well.
ENVISAGED GOAL:
SAFELY TIE IN MEANINGFUL
COMPANY APPLICATIONS
Companies are relentlessly flooded by scenarios of
mobile uses originating from the consumers area.
Many CIOs are currently working on the question
of how to integrate new terminal devices, be it the
iPhone or a Google Android smartphone, safely into
the company context without blocking the innovative
character of the terminal devices too much. It is imperative that the correct balance is found between the
necessary safety and freedom in the utilisation of innovative applications. In the final analysis mobile solutions not only have to prove their practical value but
there should also be transparency about the real cost
of the mobile solution to the company, about which
56
processes it improves and how working hours can be
used more effectively.
MIGRATION AND DEVELOPMENT SCENARIO…
MANY POSSIBILITIES
CIOs first have to get a clear picture of where they are
today, then they have to decide where they want to
take the Mobile Enterprise concept, and finally they
have to specify the necessary steps on the roadmap.
This requires a mobilisation strategy that clearly outlines the processes that are to be mobilised, which
business areas benefit from the mobilisation and to
what extent, and how applications and mobile terminal devices are best synchronised. Employees in
question should be involved from the start in order to
identify their specific needs.
OUTLOOK: MOBILE WORK BECOMES EVEN
MORE SELF-EVIDENT WITH LTE
Steadily increasing bandwidths and continuous availability are essential prerequisites for staff being able
to work irrespective of time, place and terminal device. LTE will see to it that the user at the device will
not notice any difference between working in the office or somewhere else. This will tremendously speed
up the development towards Mobile Enterprise. What
we imagine as future scenarios today will become reality with LTE.
Company Profile
T-Systems
T-Systems is the corporate customer division of Deutsche Telekom. With a global infrastructure of data centres
and networks at its disposal, the company runs information and communication technology (ICT) systems for
multinational corporations and public sector institutions. T-Systems maintains offices in more than 20 countries
and has the global delivery capacity to serve companies across all sectors of trade and industry – from the automotive industry to telecommunications, the financial sector, retail, service industries, the media, energy and
the manufacturing industry, as well as public administration and the healthcare sector. Some 47,600 employees
worldwide apply their expertise and ICT know-how to deliver top-quality service. T-Systems showed a turnover
of 9.1 billion euros for the 2010 financial year.
When designing its range of services, T-Systems takes the megatrends in society and technology into account
which have a profound impact and will pose new challenges for the economy, for society and business. It is imperative to have the ICT ready for the resulting demands on companies and institutions.
Therefore the solutions offered by T-Systems are based on five Core Beliefs with ICT as a driving force: Dynamic
Net-Centric Sourcing, Collaboration, Mobile Enterprise, Security & Governance, Sustainability & Corporate
Responsibility.
Dynamic Net-Centric Sourcing addresses questions related to cloud computing. Instead of investing into their
own ICT infrastructure and software, companies increasingly use resources from the network as needed. Collaboration aims at flexible communication and cooperation in modern companies. Intelligent ICT solutions enable
teams to work safely and effectively within the company, with suppliers, partners and clients.
Mobile Enterprise is the support network for employees who access essential company resources like CRM systems while out and about. This means that mobile applications and a central administration have to be provided.
These business matters are flanked by the cross-sectional aspects of Security & Governance as well as Sustainability & Corporate Responsibility, since espionage causes losses amounting to at least 20 billion euros per year
for the German economy alone, and rising prices for raw materials and energy require companies to take sustainable decisions.
57
Company Profile
Lünendonk
Lünendonk GmbH is an information and communications company based in Kaufbeuren, Germany, which provides fact-finding and consulting services to companies in the IT, consulting and service provider sectors anywhere in Europe. The Lünendonk Competence3 Concept offers independent one-stop market research, market
analysis and market consulting. Since 1983 the Market Analysis Department has handled the Lünendonk® Lists
and Studies, which are seen as a market barometer, as well as the entire market monitoring programme.
Lünendonk® Studies are part of Strategic Data Research (SDR) within the service portfolio of Lünendonk GmbH.
In combination with the services contained in the portfolio elements Strategic Roadmap Requirements (SRR) and
Strategic Transformation Services (STS), Lünendonk is able to support its clients from start to finish: from developing the strategic questions to obtaining and analysing the necessary information right to the point of activating
the results in the operational day-to-day business.
CONTACT
Lünendonk GmbH –
Gesellschaft für Information und Kommunikation
Thomas Lünendonk
Address: Ringweg 23, 87600 Kaufbeuren
Telephone: +49 (0) 8341 96 636-0 Fax: +49 (0) 8341 96 636-66
Email: [email protected]
Internet: www.luenendonk.de
58
Imprint
Publisher:
Lünendonk GmbH
Ringweg 23
87600 Kaufbeuren
Telephone: +49 8341 96 636-0
Fax:
+49 8341 96 636-66
Email:[email protected]
Internet:http://www.luenendonk.de
Author:
Thomas Lünendonk, Lünendonk GmbH
Jörg Hossenfelder, Lünendonk GmbH
Design:
K16 GmbH, St. Annenufer 5, 20457 Hamburg
Copyright © 2011 Lünendonk GmbH, Kaufbeuren
All rights reserved

Mobile Enterprise

Transkript

Benzer belgeler

Customer Information Terminal with touch screen

Nurus_TerminalSolutions_son hali 24 subat

RS-485 Communications Card "OPC-E1-RS"

full report here - UNOV Staff Union

Influence of boron-interstitials clusters on hole mobility