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 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 “ 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 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 “ 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 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 “ 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, T-Systems International 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 “ 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 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 “ 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. 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 “ 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 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 “ • 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). 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 “ 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 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 “ 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. 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 “ 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 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 “ 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). 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 “ 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 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 “ 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 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 “ 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 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 “ 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". 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 “ • 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 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 “ 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 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 “ 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 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 “ 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 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 “ 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 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 “ 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. 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 “ 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 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 “ 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 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 “ 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 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 “ 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. 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 “ 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 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 “ 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. 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 “ 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 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 “ T-Systems Expert Contributions and Interviews 32 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 “ Introduction Dr. Marcus Hacke, Head of Portfolio and Solution Design, T-Systems International 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 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 “ 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, 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 “ 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 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 “ 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. 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 “ 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, T-Systems International 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 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 “ 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 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 “ 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 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 “ 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, T-Systems International 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. 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 “ 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 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 “ 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 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 “ FIRST BUILDING BLOCK: Mobile Security: Safety at the Expense of Application Potentials? RISKS: OPEN OPERATING SYSTEM AND CONTINUOUSLY LINKAGE TO THE BROADBAND NETWORK Dr. Henning Dransfeld, Executive Consultant, Marketing, T-Systems International 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 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 “ 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. SECURITY CONCEPT STEP 2: 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. SECURITY CONCEPT STEP 3: 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, 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 “ 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 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 “ 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. 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 “ SECOND BUILDING BLOCK: Mobile Applications Store: Paving New Ways Together Andreas Böhm, Top Delivery Manager Mobile Enterprise, T-Systems International 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 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 “ 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 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 “ 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 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 “ 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. 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 “ 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, T-Systems International GmbH Sascha Steiner Innovation Manager, T-Systems International 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 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 “ 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. 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 “ THIRD BUILDING BLOCK: Mobile Processes: Where Time and Money is Saved! Dr. Henning Dransfeld, Executive Consultant, 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 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 “ 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 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 “ 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 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 “ 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. 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 “ 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 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 “ 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: luenendonk@luenendonk.de 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:info@luenendonk.de 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