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WELCOME!
MOBILE STRATEGY MATURITY MODEL
MOBILE STRATEGY MATURITY MODEL
Arjo van Oosten VP Customer Experience Strategy
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AGENDA
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• Mobile Strategy • Market Trends • App Center: Key challenges • The Mobile Strategy Maturity Model
• Introduction • Chapter one: Organization and Strategy • Key questions to ask your self
A TINY SQUARE…
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APP
ACHIEVE SUSTAINABLE BUSINESS GROWTH & PROFIT
CX = A + R + E
INCREASE BRAND EQUITY
INCREASE MARKET SHARE
INCREASE SHARE OF WALLET
DRIVE LOYALTY
DRIVE ADVOCACY
INCREASE ROI
INCREASE PRODUCTIVITY
DECREASE COST OF OPERATIONS
RETENTION (MONETIZE RELATIONSHIPS)
ACQUISITION (INCREASE SALES)
EFFICIENCY (LEVERAGE INVESTMENTS)
GENERATE MORE OPPORTUNITIES
APP
RETURN ON MOBILE STRATEGY
Mobile
Aquisi=e Reten=e
Efficiën=e
Core APP
B2C Temp 1
B2C Temp 2
B2E 1
B2E 2
B2B 1
B2B 2
C2B 1
C2B 2
B2B B2C
B2E
APP Idea
APP Idea
APP Idea
C2B APP Idea
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YOUR APP ECOSYSTEM IS BEING CHALLENGED Tech Market
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More Apps Faster Delivery Higher Performance
YOUR APP ECOSYSTEM IS BEING CHALLENGED Consumer and Internal Expectations
YOUR APP ECOSYSTEM IS BEING CHALLENGED Web Development Vs. App Development
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YOUR APP ECOSYSTEM IS BEING CHALLENGED Knowledge about Security, Connectivity, Re-use of Components
RETURN ON MOBILE (STRATEGY)
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Acquisi=on Reten=on
Efficiëncy
Fragmenta=on
Security
Connec=vity
Architecture
Re-‐use
Speed
Knowledge
Result App Ecosystem Challenges User (B2E & B2C)
POINTS OF IMPACT: USER LIFE CYCLE & APP LIFE CYCLE
Marke=ng & Sales
Service & Support
STRATEGIC BUSINESS OBJECTIVES
Acquisi(on Reten(on Efficiency
IMPACT INNOVATIONS USER NEEDS (B2C & B2E)
Goals Emo(ons
Interac(ons ISSUES INSIGHTS
TRENDS & ACCELERATORS
Technology, Behavioral, Business Trends
MOBILE STRATEGY (CX) DESIGN APPROACH
MARKET TRENDS
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COMPANIES STRUGGLE TO TRANSITION TO STRATEGIC MOBILITY
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Opportunistic Strategic Mobile-First
The majority of companies A small minority of companies Very few, if any, companies
A reactive IT department
Mobility Center of Excellence: C-level attention, self-empowered lines of business, a responsive IT department
Low
Organization-wide strategic focus
Medium High
Most of the time customers only. Some-times siloed employee classes, typically field and sales forces and applications addressing basic informational interactions
Limited extendibility of architecture
Addresses large subsets of both dedicatedly and occasional mobile workers and more sophisticated offerings to customers. Transactional driven
Affects all mobile workers and internal activities and sophisticated customer engagement
Common architecture for mobility
Common architecture for mobility and integrated into most IT business processes
Siloed point solutions
Sophisticated administration and management tools; voice, data and integrated communications services
Integrated platform capabilities and ubiquitous connectivity
Few formal policies with decisions heavily user-influenced
Policy-driven approach for management, security and compliance
Policy-driven and 'factory' approach to mobile innovation, re-casting business workflows
Proportion of companies
Mobile strategy center of gravity
Level of business model innovation
Users
Architecture
Technologies
Policies
THE OPPORTUNISTIC MARKET IN TRANSITION
Experimentation is giving way to a more thoughtful approach to mobility. Organizations are taking a step back and rethinking how best to maximize the value of mobility. 3
1 "The early days of mobile adoption were characterized by experimentation and unfettered departmental demand for mobile apps. These apps, funded by the business, tend to be natively developed, and are built quickly and cheaply and often without coordination with the rest of the organization or a view to long-term sustainment and value maximization.
2 Such experimentation and piloting are necessary for organizations to test and learn about mobility, with the lessons learned that enterprise mobility can show significant business value, and that not embracing enterprise mobility will put the organization at a competitive disadvantage.
THE TOTAL MARKET
• Organizations are prioritizing mobility initiatives high on the investment agenda
• Mobility is changing consumer behavior and employee
access to information.
• Most mobility projects have been small-scale efforts, with funding from various departmental heads, but are picking up pace with an incredible acceleration at this moment.
IT priorities 2013-2014
Forrester Mobile review Oct 2013
Multiple buying centers will continue, but IT is reasserting itself as the key player in complex mobile initiatives 1) The environment for Marketing, sales and field service departments as key buyers
Fragmentation of mobility app development is common in most organizations. Each department and business unit identifies its own need for mobile apps and engages their favorite boutiques to build them. 2) The environment for IT as key buyers This wave of mobility services — dominated by boutiques and creative agencies — is hitting up against the wall of extensibility.
KEY ROLE TRENDS
TRENDS IN OS FRAGMENTATION
• Currently duopoly: iOS and Android
• iOS and Android together have 85-‐90% share • Windows Phone share is growing, and is the third OS
• BlackBerry con=nues its decline
Smartphone sales OS market shares – unit percentages
TRENDS IN APP DEVELOPMENT PARADIGM
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HTML5/JS is quickly becoming a standard for wri=ng apps across mul=ple plaaorms
KEY APP CENTER CHALLENGES
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Technology, Process, People
Advanced app solutions | 22
Transition Challenge Organisation Challenge
APP CENTER SQUEEZE
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• IntegraIon IntegraIon IntegraIon • Mobile Developers don’t Speak Backend Infrastructure • Mobile enabled Backend • Privacy & Security
• Slow Business JusIficaIon, Fast GTM requirement • IntegraIon IntegraIon IntegraIon • Leveraging Supply and Demand • B2C vs B2E
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Sales rep
Change management process
Does it fit ini=al requirements?
IT reviews request
for approval
Approved?
Request denied, rep informed
App developers
Design change
Code change
Test/QA Deploy
Tradi=onal Mobile enterprise
app
User must re-‐ download app
AGILITY
WHAT’S THE NEED?
Current Situation
Need: “Instant Apps”
INCREASE APP GTM SPEED
MATURITY MODEL EXPLAINED
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DISCLAIMER J
THE MATURITY MODEL BASICS
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1. What is your Mobile Strategy Maturity goal? 2. How are you performing currently? 3. What are the gaps? 4. Define gaps that matter most 5. Prioritize and close the gaps
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Opportunistic Strategic Mobile-First
The majority of companies A small minority of companies Very few, if any, companies
A reactive IT department
Mobility Center of Excellence: C-level attention, self-empowered lines of business, a responsive IT department
Low
Organization-wide strategic focus
Medium High
Siloed employee classes, typically field and sales forces and applications addressing basic customer interactions
Limited extendibility of architecture
Addresses large subsets of both dedicatedly and occasional mobile workers and more sophisticated offerings to customers
Affects all mobile workers and internal activities and sophisticated customer engagement
Common architecture for mobility
Common architecture for mobility and integrated into most IT business processes
Siloed point solutions
Sophisticated administration and management tools; voice, data and integrated communications services
Integrated platform capabilities and ubiquitous connectivity
Few formal policies with decisions heavily user-influenced
Policy-driven approach for management, security and compliance
Policy-driven and 'factory' approach to mobile innovation, re-casting business workflows
Proportion of companies
Mobile strategy center of gravity
Level of business model innovation
Users
Architecture
Technologies
Policies
THE MATURITY MODEL BASICS What is your goal?
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1. Strategy and Organization 2. Initiation and Design 3. Development and Maintenance 4. Test and Distribution 5. Security and Management 6. Backend and Integration
THE MATURITY MODEL BASICS Assessment Axes
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MATURITY MODEL Goal, Axes, Level determination
OPPORTUNISTIC
Developing
Aware
STRATEGIC
Optimising
Practicing
MOBILE FIRST
Leading
OpportunisIc Strategic Mobile First
Strategy & OrganisaIon
Prac=ce observed 1 ✔ x Prac=ce observed 2 ✔ x IniIaIon & Design
Prac=ce observed 1 ✔ x Prac=ce observed 2 ✔ Development & Maintenance
Prac=ce observed 1 x
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THE MATURITY MODEL BASICS Gap Identification
CHAPTER ONE:
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STRATEGY AND ORGANIZATION (HIGH LIGHTS)
KEY PLAYERS
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CIO CTO CMO Developer
Designer
Tester
Security Officer
Scrum master
STRATEGY & ORGANIZATION (1/7)
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Mobile Strategy Centre of Gravity OpportunisIc Strategic Mobile First
A reacIve IT department Mobility Centre of Excellence; C-‐level a^enIon, self empowered LOB, responsive IT department
OrganizaIon-‐wide strategic focus on mobile
Prac=ces Observed Mobile awareness – Mobile awareness and competence within IT is emerging. Web processes are directly mapped on mobile. Emerging strategy for mobile
Mobile awareness -‐ Presence of a Mobile Excellence Centre. Clear IT mobile strategy
Mobile Awareness – Mobile is a priority instead of an aherthought in order to capitalize the growth and capabili=es of the medium. Product and Services are tested and build first for mobile before looking at web
Point of Contact – Business uses the most experienced developer. Emerging mobile competence
Point of contact -‐ Business knows where to go with mobile ini=a=ves/concepts. These points of contact and contact processes are formalized
Point of contact – There are no separate web/mobile contact points anymore
Backend interfaces -‐ Reac=ve in making backend interfaces mobile ready
Backend interfaces -‐ Proac=ve in making backend interfaces mobile ready. Clear backend strategy
Backend interfaces – All backend interfaces are per defini=on designed for mobile
STRATEGY & ORGANIZATION (2/7)
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Paradigm Strategy OpportunisIc Strategic Mobile First
Client is aware about different development paradigms, but has lec the choice to external party or developer
Client has made a well thought through choice in development paradigm (naIve, HTML5 or hybrid, mulI plaform)
Client has experience with all development paradigms and has opImised app development (factory) to choose the right (mix of) paradigm for a given app as well as the complete app ecosystem
Prac=ces Observed Development – Scope limited to short term development paradigms. Development tools selected only supports the chosen paradigm. Development is hampered by the fragmenta=on consequences of the chosen paradigm
Development – Mid term development is also in scope (+ 12 months) Development tools support mul=ple paradigms and support mid term development vision (IT & Business)
Development: Enterprise wide combina=on of paradigms with a clear policy Ability to deliver, without paradigm limita=ons.
Paradigms dynamics – Paradigm shihs already observed. Ra=onale for paradigm choice not always well thought through. Paradigm choice leh to external party or developer
Paradigms dynamics – Ra=onale for paradigm is well thought through. Business Units IT & Business select paradigm mix and select matching external party or developer
Paradigms dynamics – Ra=onale for paradigm is well thought through. Enterprise development in house for full control over paradigm mix
STRATEGY & ORGANIZATION (3/7)
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App ProducIon Scalability OpportunisIc Strategic Mobile First
No focus on scalability, demand is a 'calculated' risk. “We do that as well” Delivery slips all the Ime
Strategic technology choices with regards to coverage (features, devices, mobile availability of backend systems) and predictability (Ime-‐to-‐market, volume). Trying to deliver
Harvest, fine-‐tune and grow the mobile business according to the scalable technology strategy. Delivery is extremely reliable
Prac=ces Observed OrganisaIon – plans to professionalise the dev team, towards an app factory, integrated in the company
OrganisaIon – an app factory streamlined towards the roadmap. Forward looking. Product management alignment.
OrganisaIon -‐ Extremely flexible to upscale; full alignment with all BU’s. Matrix structure.
Output result: Unmanaged lifecycle, ad-‐hoc, project based upgrades, development is always an extra burden for IT.
Output result -‐ Choices are made based on the lifecycle commitments and results. Up scaling produc=on is always possible.
Output results -‐ Technology and implementa=on is con=nuously updated, upgraded and some=mes replaced, based on a product and release management policy and governance.
Capacity -‐ based on “heroes” Capacity – based on skill management Capacity – based on forward plans
STRATEGY & ORGANIZATION (4/7)
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App Strategy OpportunisIc Strategic Mobile First
Apps are just an addiIon to web as another channel of the mulI channel engagement
Apps are tailored to the characterisIcs of mobile usage Apps are the mobile engagement layer of services that provide a desired customer experience
Prac=ces Observed App vision – Mobile apps are per app user segment treated as a (user/product silo) and Apps are developed in standalone projects
App vision -‐ Apps are part of a app poraolio strategy (app ecosystem)
App Vision: Addressing sophis=cated customer engagement for all customers as well as mobile users, workers and internal ac=vi=es
ResponsibiliIes – Emerging app ecosystem ownership (business/IT). Emerging corporate app ecosystem control
ResponsibiliIes – Mobile ecosystem ownership is assigned and is responsible for app ecosystem control and BU alignment
ResponsibiliIes – App ecosystem ownership is assigned and is responsible for app ecosystem control and corporate alignment
STRATEGY & ORGANIZATION (5/7)
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User Mix and App Maturity OpportunisIc Strategic Mobile First
Addressing basic interacIons typically customers only Addressing more sophisIcated offerings to customers and large subsets of both dedicated and occasional mobile workers
Addressing sophisIcated customer engagement and all mobile workers and internal acIviIes
Prac=ces Observed General App Profile – Only easily accessible content is integrated. Difficult integra=on with legacy backend data systems
General App Profile – Apps can access data with complex backends and content sources. Use of mobile-‐only aqributes such as context via sensors
General App Profile: Addressing sophis=cated customer engagement for all customers as well as mobile users, workers and internal ac=vi=es enterprise wide
InteracIon – Apps tend to be one direc=on (like news) with liqle interac=on and no transac=ons
InteracIon – User generated content as well as transac=onal interac=ons for both customers as well as employees. Push and other mechanisms used to increase relevancy.
InteracIon – User generated content as well as transac=onal interac=ons for both customers as well as employees aligned for the whole corpora=on. Integra=on with big data to personalise content
User journey – Immature apps from a user journey point of view
User journey – Mature apps from a user journey point of view for both customers as well as employees. Formalized user journey app development
User journey – Mature apps from a user journey point of view for both customers as well as employees. Formalized user journey app development
STRATEGY & ORGANIZATION (6/7)
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App Lifecycle Management OpportunisIc Strategic Mobile First
Client only considers the nearby future for the app. Client runs mobile project as a separate silos
Client focuses on integral mulI plaform development and maintenance. Occasional updates for new funcIonality
Drum beat like lifecycle with future proof updates of hardware and socware updates from vendors, user trends and demands.
Prac=ces Observed Management vision – emerging roadmap considera=ons. Short-‐term app func=onality defined. Reac=ve app lifecycle maintenance. Unexpected backend dependencies frequently arise. Emerging lifecycle tooling.
Management vision -‐ Feature and content App roadmap in place. Occasional updates with new func=onality. Technical (back-‐end) dependencies are part of the roadmap. Tools are used to facilitate process (e.g. App Lifecycle Plaaorm)
Management vision: Client has implemented programme management to manage app ecosystem to ensure synchronise, standardise, reuse etc. Extremely frequent mul=ple app updates on mul=ple plaaorms, including backend and security updates
Lifecycle focus -‐ Focus is primarily on development. Design, test and maintenance considera=on are emerging. Fragmented lifecycle responsibili=es.
Lifecycle focus – Design, tes=ng and maintenance are considered equally important and are a key responsibility of a Mobile App Competence Centre
DTAP – Embryonic DTAP DTAP – In place DTAP – DTAP fully integrated in Con=nuous Integra=on processes and tooling.
STRATEGY & ORGANIZATION 7/7
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Policies OpportunisIc Strategic Mobile First
Few formal policies with decisions heavily user influenced
Policy driven approach for management, security and compliance
Policy driven and "factory" approach to mobile innovaIon re-‐casIng business workflows
Prac=ces Observed Influencers – Users and business owners determine policy
Influencers – Mobile policies are determined at BU level Influencers – Mobile policies are determined a tcorporate level
Wri^en DescripIon – Emerging policy descrip=on Wri^en DescripIon -‐ Mobile policy descrip=on is available at BU level and is determining project approach, compliance towards standards and security
Wri^en DescripIon -‐ Mobile policy descrip=on is available at corporate level and is determining project approach, compliance towards standards and security
ResponsibiliIes – Emerging mobile policy ownership (business/IT)
ResponsibiliIes – Mobile policy owner is assigned and is responsible for mobile policy change management and corporate alignment (BU level)
ResponsibiliIes – Mobile policy owner is assigned and is responsible for mobile policy change management and corporate alignment (Corporate Level)
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MATURITY MODEL Goal, Axes, Level determination
OPPORTUNISTIC
Developing
Aware
STRATEGIC
Optimising
Practicing
MOBILE FIRST
Leading
OpportunisIc Strategic Mobile First
Strategy & OrganisaIon
Prac=ce observed 1 ✔ x Prac=ce observed 2 ✔ x IniIaIon & Design
Prac=ce observed 1 ✔ x Prac=ce observed 2 ✔ Development & Maintenance
Prac=ce observed 1 x
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The Maturity Model Basics Gap Identification
STRATEGIC BUSINESS OBJECTIVES
Acquisi(on Reten(on Efficiency
IMPACT INNOVATIONS USER NEEDS (Internal, B2E & B2C)
Goals
Emo(ons Interac(ons ISSUES INSIGHTS
TRENDS & ACCELERATORS
Technology, Behavioral, Business Trends
CLOSING THE GAPS
Next Webinar February 13
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App Center Initiation, App Initiation & Design