Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 3

 In Accelerite Blog

This is the third 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 2

Read the First post in the series: Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 1

In the previous post, we saw how to go about making the right complementary investments and how to create a holistic and cross-sectional view of mobility implementation for your setup that encompasses all the critical capabilities crucial to its success. Having a setup representative of the final one at all times is critical to improving the chances of success.

In this part, we will look at the readiness and certain representative characteristics needed along the lines of corporate readiness for mobility, and what you can do about improving your chances with that.

Critical Organizational Factor for Enterprise Mobility Management #3: Corporate Readiness

Most organizations pilot a mobility management solution with a couple of key use cases, a list of solution features and capabilities to explore, and with an eye on how the solution fits into the organization’s mobility roadmap and requirements. What could add more credence to the trial, and also make it more representative of the final implementation are elements that bring in corporate readiness to the implementation.

Mobility implementation is by and large a “horizontal” implementation that touches many business functions, processes, best practices, teams, culture and other organizational elements. As a result, many implementation struggle with conflicting priorities. While it might seem difficult to create a fully representative sandbox within the corporate environment, there is a way to go about building the right mix. IT organizations often already include straw man model by signing up departments that would benefit the most (who are often also the most vocal), location that is most conducive, and grade of employees that would be most receptive. Successful implementations in our experience, include a few intangibles as well to the mix in order to complete their representative sandbox. These include best practices that would benefit the most from being mobile-enabled, the types of processes that fit best into mobile-enabled workflows, and the nature of work and usage that can be most easily enabled using smartphones or tablets.

The key questions to ask would be of the following nature: Should we look at frontend customer-facing processes to be mobile-enabled or backend processes? How does introducing a mobile experience impact the user (customer or employee) experience in the immediate term? Are there more “mundane” and low-key places where mobility can add value while also fulfilling a critical pain point? How do teams need to change their best practices and processes to include mobile devices into their work (and is that feasible or too risk-prone)? Are there groups of people in the organization who are more likely to adopt a new technology such as mobility than others?

Having a view of what area within the organization can benefit the most from mobility implementation goes beyond just tangible groupings such as departments, locations and employee grade. It should also identify intangible groupings such as processes and best practices most conducive to mobile-enablement, teams that would be most receptive and appreciative of the initiative in terms of their respective cultures and needs, and the nature of objectives (e.g. cost savings, customer satisfaction, employee productivity) that are best placed to benefit from mobility. Without these softer corporate-readiness aspects, mobility implementations risk being not “representative enough” of the organization.

In the next post, Seven Critical Organizational Factors to Manage for a Winning Enterprise Mobility Strategy – Part 4, we will look at the fourth critical organizational factor that goes beyond the boundaries of IT and into supporting functions, their policies and other stakeholders.

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