Beyond desktop By: Michael Rudnick

PHILADELPHIA, PA

Mobile and Devices – Beyond Desktop

2014 J. Boye Web & Intranet Conference

#Mobile #Global #Social #Wearable

May 18, 2014

©2014 Logical Design Solutions

Agenda

About us

Mobile Enterprise Landscape

Derivative Design Examples

Q&A


About Us

Michael Rudnick

Principal Consultant

Dave Pfeiffer

Senior Consultant,

Visual Design


About LDSWe are hired by market leaders

to bring deep best practices and

best-of-breed expertise to create

and deliver enterprise online

solutions.

We enable our client’s most

important relationships to occur

successfully online, delivering

significant business performance

and breakthrough innovation value.

From corporate communication

and human capital management, to

partner integration and realizing

the extended enterprise, to

customer acquisition and

management in emerging lifecycle

models– we move critical

business strategy and

operations online with people-

centric solutions.

LDS is

a strategy and business

solutions consulting firm

that envisions and

designs emerging

business ecosystems.

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We work with market leaders, across many industries

Our work has dramatically

improved the way some of

the finest corporations

in the world operate

LDS clients occupy the C-suite:

Communications

Human Resources

Shared Services

Marketing

Operations

In partnership with IT

We have long-standing client partnerships that span years, through cycles of business

change, innovation, and technology advancements

United States Department of the Treasury

5


The global business landscape continues to

change at an accelerated pace…

Collaborating and competing in a globally-interconnected context

A ubiquitous focus on productivity

Enterprise cultures challenged to find the common ideas that bind in an otherwise

uncommon environment – values, mindshare, innovation, leadership, teams,

engagement

Increasing workforce complexity as employee demographics, psychographics and

work formats become more diverse

Increasing legislation and financial reforms that fundamentally change how

enterprises manage accountability and transparency

Enterprise information strategies driven by goals of connectivity, knowledge and

know-how

Collaboration is more important than cascaded push down of ideas

6


Your employee demographics are changing

50%

Millennials in US

workforce by

2020

Remote workers

in US workforce

by 2016

Freelance/

contractors in US

workforce by 2020

Source: Pew Research Source: Forrester Research Source: Intuit

43% 40%

7


Mobile use and adoption has exploded

globally… The “modern smartphone era” now nearly 7 years old (iPhone was introduced June 21,

2007)

6% of the global population owns a tablet

20% own PCs

27% use smartphones (1.9 billion smartphones)

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…and in the US

Source: Pew Research, 1/9/14

49%

74%

83%

0% 25% 50% 75% 100%

Baby Boomers (50-68)

Gen X (35-49)

Millennials (8-34)

US Smartphone Ownership

(92M people)

(46M people)

(80M people)

9


Consumer trends lead, enterprise follows

Business-owned tablets will

account for only 18% of market

in 2017.

Smartphones and tablets are

personal (consumer) devices,

first.

• Being adapted to Enterprise

use via BYOD

Enterprise practitioners have a

different agenda (than

marketers who target

consumers) -- still covet a spot

on the users home screen; need

to understand employees are

influenced by consumer

experience.

10


Mobile business apps are proliferating

One year ago there were 90

companies in the mobile

enterprise landscape

Today that’s more than

doubled, especially within

industry and functional verticals

Source: Emergence Capital Partners

11


Users spend an hour a day on their

smartphone…

Source: Experian Marketing Services

12


… often in many quick sessions

Users interact with their

smartphone between 10 and

200 times-a-day, on average.

Mean session length: 10 - 250

seconds

Nearly 90% of interactions

include only one application

13


“BYOD is becoming inevitable”

More Enterprises are Embracing BYOD: Enterprises formally supporting

BYOD increased from 72% to 76%. More significantly, those companies that

indicated they had no plans to support BYOD dropped from 9 to 5 percent year-

over-year, suggesting that BYOD is becoming more inevitable for the

enterprise.

BYOD Expands Global Reach: Companies are moving out of a US-only

BYOD -- support model to include support for more countries, and in multiple

countries at once. Companies who began their support for BYOD on a more

limited basis last year are now more confident about making that deployment

more wide-spread.

Larger Enterprises are the Most Active in BYOD: 75% of those supporting

BYOD have 2,000 (or more) employees, and 46% have 10,000 (or more)

employees.

BYOD is NOT Hindered by Regulatory Compliance or Security Concerns: The Financial

Service/Insurance and Healthcare industries continue to be among the biggest supporters of BYOD. This

year’s report also shows an increase in Government agency adoption of BYOD programs.

Employees Will Still Pay for Personal Choice: 50% of companies supporting BYOD require that all costs

be covered by employees. The other 50% provide a mix of options to their employees, such as a stipend or

“expense back” options to help subsidize the cost of their mobile device or service plan.

14


Mobile is often the first point of contact

91% of users keep

their mobile device

within arm’s reach

100% of the time

Intimate

FamiliarPersonal

Reach

Imm

ed

iate

Fast

Source: InformationWeek

15


The channel mix has changed

Implications

Always accessible

Workers who don’t

use or have

computers in their

jobs can access

content from “home”

Sharper targeting

capability for specific

audiences

An entire portal doesn’t

fit on a small screen

Mobile & Multiple Devices

Multiple devices

Collaboration

capabilities

Mobile devices

Smaller screens

Multi-platform

consumption of

digital media

(36% desktop-only)

Source: Pew Internet Life, 1/2014

56%

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Employee segments are increasingly varied

Increasingly younger, technologically savvy

Have consumer-grade expectations – information

transparency, access, relevance, control

BYOD – using their own devices

Have multiple options for communication

Blurring of work and non-work communication

Comfortable with social media & collaboration

Increasing use of video/image and very short text

Short attention spans

Media overload

Location Types

Communication Experience Technology Experience

Global

RemoteField

Workers

Multiple Locations

Part Time

Job ShareFreelance / Contractor

Full Time

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….resulting in increasing challenges that add

considerable complexity

Meeting the expectations for a consumer-grade user experience

Solving the fractured/fragmented user experience

Reducing multiple/redundant content and information sources (often found in complex

processes/workflows), which hinder a seamless online process experience

Establishing authoritative voices (single sources of truth)

Reversing brand degradation and inconsistency

Improving governance and resource support

Focusing on total solutions rather than point solution tools

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Mobile in an Evolving

Enterprise Ecosystem


The Business Ecosystem is a realm of constant

change…

Business

Directives

Enterprise

Assets

Technology

Enablers

Online Properties and Capabilities

Business Strategy

Operational

Imperatives

Enterprise Strategies

& Communication

Strategies

Business

Ecosystem

People/

Workforce

Social/Behavioral Dynamics;

Changing demographics;Global Mobility

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…and enterprise channels need to rationalize the

ecosystem for employees

Enterprise channels

need to bring order to

the otherwise irrational

nature of a complex

business ecosystem,

and make it meaningful

and useful for people.

Really good enterprise

channels do all of

this…while creating

cultural alignment and

encouraging aligned

participation.

• Business/user contexts

• User-centric design

• Communications &

participation

Sponsorship, governance, roadmap, change management

PROGRAM

EnterpriseChannel

Business Strategy

Technology Enablers

Online Properties and

Capabilities

People -

Intentions Expectations

Operational Imperatives

People Strategy

HR Programs

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A rational business ecosystem leverages a wide

range of enterprise assets…

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Enterprise

Social

MySite

Corporate Intranet sitesCollaboration

SitesCloud Applications

Enterprise

Mobile

Considerations:

Enterprise channels factor the whole technology ecosystem to support the right

solution for employees, in clear alignment to cultural and communication goals.


SEARCH

LANGUAGE

PEOPLE

DATA

COUNTRY INFO

BUSINESS

INTELLIGENCE

MOBILE

ACCESS

NETWORKINGCROSS

COMPANY

SUPPORT

Mobility to ensure connectivity

and access

Networking for people to connect

within and across geographies

Personalization & user

customization that recognizes

various affiliations and user

preferences

Language strategy for ready

understanding

Local process and programs co-

exist with global for relevance

Cross business unit capabilities

to enable shared support and

coverage

Reliable data and information to

fulfill knowledge needs

Country work practices and

procedures to support employee

relations

Delivering a common global experience in an

otherwise uncommon environment

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While optimizing our experiences to important

ideas of delivery variability and channels

Expanding the reach

of our experiences,

with a combination

of broadcasted,

narrow-casted, and

syndicated content,

optimized across

multiple platforms

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Creating and

Implementing Mobile

Experiences in the

Enterprise


Best practices approach for defining mobile

strategy…

Putting “it all on mobile” without a clear rationale is not a mobile

strategy

Costly, complicating, potentially confusing to users

A sound mobile strategy is driven by an assessment of business value

and relevant circumstances for the business and its constituents

Who benefits and how (e.g., factory workers, remote workers, selected

international employees groups)?

Which tasks, services, and content are of high value to users and the business

and are appropriate for the mobile context, such as tasks that:

• Are specific and familiar

• Can be accomplished in short bursts of time

• Don’t require a lot of detailed reading or analysis

• Would benefit from integrated alerts or location services (or other phone features less

prevalent in a desktop browser)

• Are available now or viable technologically?

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… and involves one or more of the following

approaches

The experience must be scalable over time and rationalized with other channels/devices

(e.g., work PC, work kiosk, home PC, tablets)

Mobile

EverythingMobile

DerivativeMobile First Mobile Only

Mobile emulates fully

the services and

functionality of the

desktop experience

Selecting for mobile

particular services and

functionality from

desktop experience

Solution scope that

will be released for

mobile use ahead of

release for desktop

Solution scope that

resides exclusively in

the mobile experience

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Scoping Considerations:Principles for Content Curation

Behavioral

‒ Repetitive, Urgent, Productive

Feature considerations

‒ Self Contained, Minimal User Input, Low Risk, Short Time Investment

Value to the business and user

Mobile readiness of assets

Architectural complexity

‒ Time and cost

Coherence

‒ Common threads of the release


Two options to consider

Option A:

Web App

Option B:

Native App

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Informing the Approach: Key Questions

Differences in user experience of the App is not the primary factor in

selecting an approach. Rather, there are other business implications that

must guide our decision-making:

‒ Audience scope - Who can we reach and on what devices?

‒ Distributing and Communicating - How will employees access / install the app

(and what will those interactions look like)?

‒ Updating – What is the model for managing updates to solution over time, and

how does it affect employees?

‒ TCO - How will the choice affect the level of effort and cost to develop and

maintain the mobile solution?

‒ BYOD Policy / process change – To what extent will this choice be compliant

with existing BYOD policy or will it challenge that policy (potentially requiring senior

stakeholder involvement to affect change)?

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Questions

& Answers

Thank You+ Michael Rudnick

[email protected]

+ Dave [email protected]

200 Park Avenue Suite 210

Florham Park, New Jersey 07032

973.210.6300

www.LDS.com

Presentations & Public Speaking

Beyond desktop By: Michael Rudnick