Mobile Strategy- what Mobile Strategy?

In a recent study published CIO’s have ranked Mobility as a priority No 2 in 2016. I find it slightly disturbing only 54% of companies have a mobile strategy in place yet only 34 % have any in-house mobile development skills. in a connected world I would have expected the figures to be higher and of more importance to organisations today. Especially as the consumer usage is on the up see below;

70% of businesses in Europe have failed to meet their CRM objectives. http://wp.me/p3aCAV-4K

70% of businesses have failed in Europe to meet their CRMs objectives according to D&B research.

Some of the key factors are;

  • Failure to plan for change -transformational barriers and issues
  • No clear defined objectives – not underpinned with rigour or metrics
  • Failure to align with the business – lack of user buy in
  • Poor Data and Information – lack of accurate, current  data
  • Over customisation – need for simplification of message and program structure

Take a look at some of the key factors behind the failings and the pointers to avoid being part of this statistic.

Comments welcome as usual please.

Inside the ‘Big Data’ Tornado – The Holy Grail. http://wp.me/p3aCAV-1p

Big Data and Digital revival in search of (The Holy Grail)

As we are all aware Airlines, Hotels, Financial Services organisations and Retail businesses today are undergoing a Big Data revival and Digital revolution – It is in the pursuit of the ultimate Customer Experience and the potential incremental profits that spur on the enterprise –  The speed and pace of progess is alarming and somewhat likened or akin to rushing head on in over a chasm!

The anology of a Chasm brings me to a book I read many years ago on the growth and development of organisations within the Hi Tech Industries authored by Geoffrey Moore. The book was titled ‘Crossing the Chasm’ and the anology and principles it is grounded on still hold true today, this was followed by another book called ‘Inside the Tornado’ which builds on the former book.  Both books a recommended read.

Below is a recent quote from the Author Geoffrey Moore in respect of Big Data and The Digital experience;

Geoffrey states;

We are putting the entire world on the Web and have digitized the consumer experience,” Moore said. “We are now digitizing the business experience including government and healthcare. The tool set you need to digitize requires Big Data because it’s not just about handling data before and after, it’s about handling data during transactions. Without Big Data, you are blind and deaf and in the middle of a freeway.”

Crossing the Chasm

In Mr Moore’s analogy organisations go through phases of maturity and evolve. It would be true to say they re -invent themselves and develop strategies and tactics to succeed and ‘Cross the Chasm’ or they fall off into the precipice to be forgotten.

Once on the other side they position their Brand, Products & Services to meet the needs of the customer and enter ‘The Tornado’ the place to be – where it is all happening, eventually emerging as a successful organisation into Main Street.

Inside the Tornado

Inside the Tornado

However I have an issue – My Issue with Big Data and playing inside a Tornado!

My issue is…

Most organisations have been advised, understood and embraced the idea of Big Data and indeed spent many $M in the process. They are now in a rush wholeheartedly towards the chasm to get inside the Tornado without fully understanding what is inside or what is required to gain entry!

Now in anticipation at the precipice they stand and reflect – they are indeed wondering what to do with all this data they have amassed and how they can use it to get them across the Chasm to ‘Inside the Tornado’ and the Holy Grail!   

What is needed now- Customer Insight, Segmentation and understanding of Customer Value -Perhaps?

More will follow on this topic – your views please welcome as always?

What is the value of Innovation – some interesting facts

In a recent survey of UK SME’s 42% of companies stated Innovation was high on the agenda and central to their success, 33% believed it would produce higher profits and 13% stated it would assist with employee motivation.
Below read some interesting facts and case studies.

Mobile Strategy- what Mobile Strategy?

In a recent study published CIO’s have ranked Mobility as a priority No 2 in 2016. I find it slightly disturbing only 54% of companies have a mobile strategy in place yet only 34 % have any in-house mobile development skills. in a connected world I would have expected the figures to be higher and of more importance to organisations today. Especially as the consumer usage is on the up see below;

Drive down Airline Costs – minimise Operational risk

Today most Airlines are wrestling with how to get inside the ‘Value Zone’ of the customer and improve the end to end Traveller experience.
The ‘Journeymap’ starts from the moment the customer makes a considered choice and books his ticket to the Airport experience, the in-flight experience right up until the point of departure and the after care thereafter.
A formidable challenge that can be impacted at every point of the Journey by Airline operational factors not attributable or within the Airline’s control.
Factors that cause major disruption & impact both from a customer experience perspective and a financial perspective are;

Weather the impact of flight delays due to unavoidable weather changes
Mechanical issues aging aircraft lead to increased mechanical issues
Aircraft Utilisation operational delays can impact network utilisation
Airport/Airspace Congestion re routing of aircraft, holds and tarmac delays impact efficiency
Union obligations Staffing overun on crew hours, compensation payments affect operational productivity and efficiency
CAA regulations increased penalties and impositions on airline operational delays

All of these factors can and do impact and disrupt operational core functions such as, Finance & Revenue management, Airline Call Centers, Cargo Operations, In-Flight Services, Ground Ops, Engineering, Crew Planning & Scheduling, Network Planning, Baggage Handling, and Customer Loyalty.

The compounded effect of this is a direct impact both in terms of the customer experience and operational efficiency & financial/risk imposed on the Airline.

I believe there is a need for a single common platform that integrates all of the potential impacted business areas and operational systems.
If we take a different view of individual business impacts and classify them as ‘events’ that can and do re occur over a timeline we can take a very different perspective on the risk and financial impact to the Airline. The reclassification or construct of business impacts to events would enable by use of event processing engines to group and categorise the core events by severity of impact and construct a model dynamically that turns data into information and via a ‘holistic real time view’ presents this information back to the Airline Management in real time for action.
In addition if we couple the ability to analyse the customer experience and financial impact of these events, pre rank and scenario re plan alternative business solutions to the issues to minimise future disruption and improve the service proposition – this must in my opinion be a major benefit to an Airline.

Managed Mobility – In-house or Outsource?

Managed Mobility as a Service- Many organisations today face the challenge of managing mobility in house due to lack of in house development capability and experienced resources coupled with domain knowledge restrict their ability to fulfill this requirement. Many organizations do wish to outsource the management of all of their mobility functions in order to focus instead on their core

On of the ways forward is to manage the service externally through a vendor who can supply an ‘end to end’ service proposition.

Business offerings:
HCL offer a comprehensive managed mobility services support this approach by partnering with clients
to effectively manage their portfolios of mobile assets and execute mobile strategies through comprehensive end to end services. We provide a structured approach to the management of all mobility-related aspects of the business, from mobile device management to app development to mobile security.

We offer three levels of services and can tailor our approach to support the needs of any client:

Core – includes SUP and Afaria component installation, Syclo implementation, and hardware support.

Extended – includes all core services plus help desk support, network management and provisioning, cost management, and device provisioning.

Full – includes all core and extended services as well as custom application development, application maintenance and co-innovation labs (see sidebar on Co-Innovation Labs).