Mobility Strategy Maturity Model

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1 CEB Applications Leadership Council CEB Infrastructure Leadership Council Mobility Strategy Maturity Model Develop a comprehensive strategy for enabling high-value enterprise mobile capabilities. Business Capability Alignment Employee and Customer Enablement IT Delivery Structures

2 How to Use the Model: Developing an Enterprise Mobility Strategy The diversity of business needs, fragmentation of technologies, and rapid pace of change in the mobile environment have forced many organizations into a reactive, uncoordinated approach to enabling mobility. To generate the greatest business value from mobility, organizations need to create a long-term mobility strategy that directly aligns to business objectives and individual employee and customer demands. The Mobility Strategy Maturity Model identifies the 10 critical components required for IT functions to effectively support enterprise demands for mobility. Critical Components of an Enterprise Mobility Strategy Business Capability Alignment Align mobile investments to enabling or enhancing critical business capabilities. Opportunity Identification Roadmapping Performance Measurement Employee and Customer Enablement Improve employee and customer access to and use of enterprise information. Solution Design Provisioning Support IT Delivery Structures Structure the IT organization and processes to support enterprise demand for mobility. Solution Delivery Architecture and Standards Risk Management Team Structure 2

3 How to Use the Model: Assessing the Maturity of an Enterprise Mobility Strategy A mature enterprise mobility strategy requires organizations to incorporate mobility as a requirement of all IT capabilities instead of delivering it as a distinct set of solutions or capabilities. The Mobility Strategy Maturity Model lays out the path to develop maturity across each of the 10 critical components of an enterprise mobility strategy. IT leaders should use this model to baseline the current maturity of their mobility strategies and to create a plan to advance enterprise mobility within their organizations. Maturity Levels of an Enterprise Mobility Strategy Stage 3: Ubiquitous Mobility Mobility is incorporated as a requirement of all IT capabilities. Enterprise Value from Mobility Stage 2: Integrated Mobile Capabilities Delivery of high-value mobile capabilities is coordinated across the enterprise. Stage 1: Introducing Mobility Basic mobile capabilities are delivered inconsistently across the enterprise. Enterprise Mobility Strategy Maturity 3

4 Business Capability Alignment Align mobile investments to enabling or enhancing critical business capabilities. OPPORTUNITY IDENTIFICATION: Identify opportunities for mobile that deliver the greatest business value. Mobile opportunities are identified in a reactive, ad hoc manner. There are no defined criteria for evaluating or prioritizing mobile opportunities. IT and business leaders generate a list of desired mobile projects as part of the annual strategic planning process. ROI-based business cases are used to evaluate and prioritize mobile projects. Business capability roadmaps are used to identify opportunities to further strategic goals through mobility. Analysis of employee workflows and customer transactions is used to identify mobile opportunities with greatest value. ROADMAPPING: Plan implementation of mobile solutions that align with business capability roadmaps. Applications, Infrastructure, and other IT functions maintain uncoordinated mobile roadmaps. Mobile technology roadmaps are developed in isolation from other technology investment plans. An enterprise mobile roadmap includes solutions for delivering mobile capabilities across functions and teams. Mobile technologies are incorporated into business capability roadmaps. Mobile roadmaps are integrated with roadmaps for other emerging technologies such as cloud, analytics, and collaboration. PERFORMANCE MEASUREMENT: Measure the success of enterprise mobility investments by their impact on business objectives. Success of mobile initiatives is assessed qualitatively through enterprise employee and customer feedback. Success of mobile initiatives is measured quantitatively through download and utilization rates. Success of mobile initiatives is measured by their impact on critical business objectives (e.g., employee productivity, brand awareness, customer loyalty). 4

5 Employee and Customer Enablement Improve employee and customer access to and use of enterprise information. SOLUTION DESIGN: Design mobile-enabled applications for information usability that enable employee workflows and customer transactions. Business leaders provide requirements for mobile solutions. Solution design focuses on functionality requirements. IT solicits requirements for mobile solutions from target users. Solution design balances usability with functionality. Demand and usage patterns are analyzed to understand mobile requirements. Solution design considerations focus on enabling access to information and minimizing the effort required to execute transactions or workflows. A dedicated user experience guru collaborates with business leaders and IT delivery teams to improve usability and adoption. PROVISIONING: Develop a provisioning model that balances scale with the ability to customize mobile solutions to meet individual preferences and workflows. Corporate-owned mobile devices are provisioned to a subset of employees based on seniority and travel requirements. A standard suite of basic mobileenabled applications are available only on corporate-owned devices. A list of personally owned devices are approved for limited enterprise use. Employee segments receive rolebased packages of mobile-enabled applications through a corporate app store. The IT service catalog specifies mobile devices and mobile-enabled applications that can be provisioned to employees. IT curates the corporate app store and vets all internally and externally developed apps for reliability, security, and licensing. Employees and customers create their own packages of mobileenabled applications and devices based on individual preferences. All services in the IT service catalog include details on how they can be accessed via mobile platforms. SUPPORT: Build a support model that facilitates resolution of employee and customer issues while mobile. Standard IT service desk channels and processes are used for mobile issue support. FAQ documents and self-support resources are provided to guide employees and customers on resolving mobile issues. The IT service desk enhances user support for mobile issues through additional channels (e.g., text ticket submission, mobile video support). IT provides forums for employees and customers to collaboratively share solutions to mobile issues. IT support for mobility focuses on issue prevention through coaching on competencies required to use technology productively. Analysis of mobile issue patterns guides iterative development of selfand collaborative help resources. 5

6 IT Delivery Structures Structure the IT organization and processes to support enterprise demand for mobility. SOLUTION DELIVERY: Develop a framework to guide decisions for selecting and implementing solutions that align to business objectives, employee and customer requirements, and IT strategy. Build, buy, or outsource decisions are based on standard IT sourcing guidelines. A stage-gated approach is used to develop and deliver mobile solutions. Build, buy, or outsource decisions are made on a case-by-case basis. Mobile solutions are developed iteratively and released incrementally. Build, buy, or outsource decisions are based on mobile reference architecture and business strategy. Mobile solutions are continuously monitored for enhancement opportunities to meet evolving demands. ARCHITECTURE AND STANDARDS: Build a future-ready mobile architecture that enables rapid implementation of mobile solutions and can adapt to new technologies. Mobile point solutions are implemented independently of the overall IT architecture. Basic mobile standards are adopted in response to implementation of individual solutions. An enterprise mobile reference architecture includes standards, patterns, and implementation guidelines. A services-based reference architecture connects internal and external data and information to a variety of mobile-enabled applications and interfaces. Mobile architecture and standards are regularly reviewed and upgraded based on evolving demands and the technology landscape. RISK MANAGEMENT: Right-size security controls to balance the value of enabling mobile access to corporate information and systems with the level of risk posed. Security policies prohibit mobile access to corporate systems for all but basic systems with minimal risk levels. A framework is used to assess the risk profile of corporate systems, and access to systems below a defined risk threshold is permitted on mobile solutions. Security is part of established coding practices for mobile-enabled applications. The level of mobile access is tailored dynamically based on the level of risk of the access request and the sensitivity of information being accessed. For access requests at high risk levels, IT provides alternate ways of accessing important information and capabilities. TEAM STRUCTURE: Develop and organize IT talent to deliver on enterprise needs for mobility. IT and business functions establish ad hoc mobile teams in response to specific mobile solution requests. Formal mobile teams within IT and business functions are dedicated to mobile solution delivery. Mobile specialists disseminate and promote mobility best practices across teams. A centralized team provides guidelines and standards to facilitate and coordinate delivery of mobile solutions across functions. All IT delivery teams are responsible for enabling mobility for their domain areas. 6

7 CEB Applications Leadership Council CEB Infrastructure Leadership Council Contact Us to Learn More executiveboard.com /IT

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