Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 2
This is the second post in a seven-part series of blog posts that explain the importance of getting seven critical organizational factors right in order to have a winning Enterprise Mobility Management strategy.
Read the previous post in the series: Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 1
In the last post, we saw how the awareness and alignment of goals and objectives of an organization with its mobility strategy that is under execution plays a key role in the success of its implementation. Misalignment with the overarching corporate goals can lead to high levels of complexity and prohibitive costs. In this part, we will see how investments only in Enterprise Mobility Management tools are themselves grossly inadequate to see the Mobility implementation through to success without a set of complementary investments.
Critical Organizational Factor for Enterprise Mobility Management #2: Complementary Investments
Many organizations that pilot or start using mobility management tools, including mobile device management (MDM), mobile application management (MAM) or Enterprise Mobility Management (EMM) often only start with the basics – email management, deploying MDM agent for remote wipe, or using lightweight web-based apps that don’t really solve critical pain points and receive lukewarm response from employees, and so on. The result is often implementations that seems spotty with many features, but of little utility for employees.
While mobility management features themselves form an important set of considerations, complementary investments in other tools and areas can provide a big fillip to the initiative as a whole. In fact, they can be a much bigger needle mover than adding more and more features. They can mean the difference between a hugely successful implementation that might be slightly limited in scope versus one that is extremely feature rich on paper, but less useful in reality.
The key questions to ask are: Have we made adequate investments into enterprise applications that are really needed in the organization? Which groups within the organization stands to benefit the most from mobility? Do we need to set up a new partnership or vendor relationship to build mobile apps that are needed to sustain mobility in the long run? Are there other IT infrastructure tools that are needed for the mobility solution to complement or build on (e.g. API Management, mobility middleware, NAC)? What does the roadmap leading to these investments look like?
Not having an end-to-end playbook for your mobility implementation can severely limit your chances of success. As much as the implementation needs to be iterative and start small, it is important that each iteration be representative of the final implementation and be able to utilize all the moving parts that make up your mobility strategy. That essentially means seeing through the implementation with a cross-sectional view that cuts across all the key parts of mobility strategy at all stages, especially early stages when there is the highest risk of being off the mark.
In the next post, Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 3, we will look at the third critical organizational factor that explains the solution’s representative characteristic along corporate readiness.