10 1

Int. J. on Recent Trends in Engineering and Technology, Vol. 10, No. 1, Jan 2014

micE Model for Defining Enterprise Mobile Strategy Shakir Ahmedali Badami 1 and Jithesh Sathyan 2 1

Baker Hughes Inc, Texas, USA Email: Shakir.Badami@bakerhughes.com 2 Infosys Limited, Texas, USA Email: Jithesh_Sathyan@infosys.com

Abstract— Enterprises develop mobile solutions based on competitor offerings and immediate business needs, without a clear enterprise wide mobile strategy. Thin, thick and hybrid mobile apps, enterprise mobile platforms, mobile cloud services are all available across a range of budgets and timing needs, and can be leveraged based on requirement.

Enterprise mobile strategy is typically viewed from the lenses of the IT stakeholders, who often times have very focused and narrow agendas. The outcome of proceeding with point solutions to address immediate needs, is unused licenses, replication of effort, rework due to lack of proper guidelines and other issues that all lead to increased capital and operational expenditure. This paper defines a user centric, holistic micE model for defining enterprise mobile strategy and a staged process in leveraging the model in enterprise context.

Index Terms— Mobility, Strategy, Security, Process

I. INTRODUCTION Enterprises have become increasingly aware of the enormous importance of making their employees productive by enabling them to be “on-the-go”, and accessible to customers “everywhere from anywhere” [1].

The organizations, which are coming to terms with the mobile revolution, are progressively facing an extreme challenge of meeting demands of their ever-increasing mobile-savvy customers and employees, with various levels of accommodation and success [2]. While business groups have somewhat stayed ahead of the curve, by relying on third party mobile vendors to achieve growth and customer satisfaction, the internal employees and field workers have been highly dependent on the enterprise IT departments to address their mobility needs.

This “dependency”, in turn, created a variety of trials for the enterprise IT teams in terms of: multiple platforms, wide variety of mobile devices, data and network security, deployment, bandwidth, etc. [3].

Additionally, the proliferation of mobile devices, platforms, and vendors - have all compounded the complexity of making the task of rolling out standard and consistent enterprise mobile solutions extremely difficult [8]. Over time, this proliferation of mobile devices and platforms has resulted in an extremely fragmented, as well as inconsistent implementation of mobile ecosystems [6].

Enterprise IT stakeholders have resorted to creating multiple enterprise mobility strategies, which often have very focused and narrow agendas to meet immediate needs. This “focused and narrow approach” has led to the creation of even smaller, hyper-focused, and disjointed strategies in one or more of the following areas: • Device and Platform • Application development • Application integration DOI: 01.IJRTET.10.1.10_1 © Association of Computer Electronics and Electrical Engineers, 2014

• Data Privacy & Security • Vendor sourcing In order to resolve the challenges associated with these hyper-focused and dispersed loci of control demands, a holistic approach is needed in enterprise mobile strategy definition. To ensure that the strategy closely aligns with business needs, the strategy definition approach also needs to be user centric [4]. This paper outlines a user centric, holistic model for defining enterprise mobile strategy called micE. The paper first details the components in micE model, followed by a staged process in applying the model. Then the paper outlines the advantages of using the model and planned future work along with concluding remarks.

II. COMPONENTS IN THE M ODEL The “micE” model is an all-inclusive, holistic view of the mobile ecosystem. It is composed of four components as shown in figure 1, with an overarching theme of security: Manage Integrate Create Experience

Figure 1: micE User-centric Holistic Model

A. Manage In the context of “micE” framework, the “M” refers to “Manage” that deals with defining governance process and creating policies to operate an end-to-end enterprise mobile ecosystem.

“Manage” part of mobile strategy needs to cover: Managing mobile devices/assets Managing applications Process to ensure best service level for mobile users Provisioning and de-provisioning of devices Policy (password, encryption, data security, remote wipe, lockouts etc.) enforcement Application development and deployment processes Mobile sourcing vendor and vendor management B. Integrate Functionally, mobile applications are mostly extensions of existing enterprise applications. Integrate part of mobile strategy needs to cover: Network connectivity Bandwidth Access to enterprise data applications Security Backend systems 96

Service Bus, Gateways, Firewalls, etc Enterprises increasingly need to develop multiple applications for multiple mobile device platforms faster, easier, and cheaper [5]. This requires specialized mobility tools for integrated development as well as enterprise application integration across platforms and channels [11]. Therefore, this micro-strategy should evaluate detailed options for multi-platform and multi-channel application integration by looking in greater detail into options such as MEAP (Mobile Enterprise Application Platform) and middleware [9].

Functioning of a mobile application is limited by the network bandwidth available; hence the connectivity must be addressed as a priority. The “connectivity matrix” shown in figure 2, is meant to evaluate the available options for the enterprise in terms of different audiences, and its overall impact on the application design, integration, and data transmission.

Figure 2: Connectivity matrix

C. Create Development and deployment strategies largely vary upon the targeted audience. While formulating the “Create” component of the mobile strategy, the following areas needs to be covered: a) Development platform b) Testing platform c) Deployment platform d) Cross platform approach e) Decision matrix on use case prioritization from mobile context f) Design matrix on design approach for a specific use case. g) Best practices and standards to be followed “MEAP(Mobile Enterprise Application Platform) Rule of Three”- If an organization is targeting 3+ device platforms, if they have 3+ applications, or if they have 3+ back-end systems, then the multichannel/crossplatform tools typically yield better project results during the course of 3-5 years than native tools.

D. Experience “Experience” addresses the aspects of interactions with the end users of the mobile application. experience component in mobile strategy needs to cover: Targeted segments of users Devices supported Platforms supported UX Guidelines/Policy Usability Guidelines/Policy Security considerations are paramount across all the four components of the micE model.

The

III. STAGED APPROACH FOR APPLYING MICE MODEL It is suggested to apply micE using a three stage process to achieve the full benefits of addressing holistic coverage and making it user centric in achieving business goals. The three stages are shown in figure 3.

A. Stage one: User Segmentation The micE user-centric approach requires segmentation of key user communities that needs to be supported.

The number of user segments is dependent on the level of focus an enterprise wants to give for a user community and the variation in business needs that can be used in uniquely identifying the segment. For 97

simplicity in explaining the stages, the user segment in the succeeding discussion is divided into external users and internal users.

Figure 3: Three Stage Approach for applying micE

Building mobile applications for internal users is comparatively simpler, as corporate IT usually controls devices, policies, platforms, and purchasing. Recently there has been an increase in number of employees asking their IT departments to enable access to corporate networks and applications from their personal devices, which in turn, has led to an increase in deployment of mobile VPN software and security management tools [7].

Figure 4: Sample User Segmentation

External users include consumers, investors, customers, and partners. This community of users is typically the most savvy and demands maximum spread of functionality and features in terms of devices, platforms, network types, security considerations, and above all, expectations. The category of internal users includes field workers, office employees, executives, and operators. Hence each user segment can consist of a subset of user segments that have unique requirements.

B. Stage two: Define Micro-Strategies Each user community has a unique set of requirements that need to be addressed within the scope of its own respective micro-strategy. In order to successfully define a micro-strategy for the individual community, micE framework can be applied. a) Key considerations while defining micro-strategy for internal users: Security and privacy of data are of primary importance for these users. The strategy for internal users, such as field workers, office employees, and executives - should contain: Manage - selection and standardization of mobile device management (MDM) platforms, policies governing the devices, deployment of applications, and the required network capabilities. A welldefined integration platform should also be identified for all enterprise data and services.

98

Integrate - Enterprises need to have a foundation mobile enterprise application platform (MEAP) to integrate data and services - as mobile applications proliferate daily, and more employees bring their own mobile devices to work.

Create - Decision matrix needs to be applied in identifying the right design approach for the user story and the same needs to be aligned with the micro strategy for the user segment.

Experience – This is typically an extension of already existing enterprise applications; however, ease of use, being able to stay connected, and also work offline on mobile devices, altogether elevates the overall user experience. Additionally, as enabling enterprise applications on personal devices is being increasingly expected, programs and architecture for mobile enablement for internal users, should unequivocally be addressed as part of mobile micro-strategy for internal users. b) Key considerations while defining micro-strategy for external users. Data Loss Prevention (DLP), Digital Rights Management (DRM) and data privacy are of utmost primary importance for these users.

Experience - User experience, customer satisfaction, innovation, time-to-market, multiple platforms, un-trusted devices, un-trusted users – are all factors which play a key role in determining the micro-strategy for external users. The “external user” mobile micro-strategy should actively discuss the experience preferences of the customers, consumers, investors, partners as well as, the general industry trend of mobile usage, before finalizing on supported platforms and devices.

Create and Integrate - Task of evaluating and finalizing creative development agencies for “Experience” development is a critical aspect for mobile application development strategy. The “external user” micro-strategy should also devise the architecture for enabling enterprise data through a “services middleware” for rapid development and rollout of applications on multiple devices and platforms.

Manage - A scalable model of services exposure is recommended, as mobile devices, platforms and applications are expected to grow exponentially in already foreseeable future.

C. Stage three: Rationalize Micro Strategies Although, creation of “user-centric” micro-strategies addresses specific areas per user community, these need to be rationalized in the context of a holistic framework that will ensure alignment to an overall enterprise mobile direction. Improvement and fine-tuning of these micro-strategies require rationalizing choices, determining “the best fit”, and laying down a foundation for the overall “enterprise level mobility strategy”.

The rationalization matrix needs to align with the micE model, where the user communities are “the defining principle” of the strategy itself. The “rationalization matrix” lists the possible choices in the areas of “Manage”, “Integrate”,” Create”, and ‘Experience” for each audience community, in addition to identifying the overlaps, gaps, and areas of rationalization.

IV. RESULTS AND OBSERVATIONS The micE model was tested in a large enterprise to identify the effectiveness of the model. The 3 stage process was used in applying micE model. Figure 4 shows the sample user segmentation that was used as a prototype to test the model in an enterprise. In this sample validation, user was segmented into four segments: Field workers, information workers, Executives and Customers & Consumers.

Having segmented the users, the next stage was to define micro strategies. There was major variation in the micro strategies, like device management is not required in consumer space while the same is required for enterprise issued handsets; offline access of an enterprise app on a specific handset is a key requirement for field work while wide coverage on multiple handset operating systems is the need for executive apps under BYOD, etc to name a few.

The final step is rationalization. In this stage the micro strategies were grouped and aligned to an overarching strategy. Figure 5 and figure 6 (matrix A and B respectively), shows the rationalization matrix created for the key user segments used in the valuation exercise.

Applying micE helped the enterprise prepare a 5 year roadmap. Some of the key observations are: Existing licenses which were not being used, were reviewed against the 5 year roadmap Licenses were exchanged for other compelling products, where ever duplicate investments were made on similar technology

99

Figure 5: Rationalization Matrix – A

Figure 6: Rationalization Matrix – B

100

Better spend visibility and accountability by forming a Mobility group under IT extension organization model Mobility initiatives were aligned to organizational goals which were reviewed and implemented under the Mobility group.

Considerable re-use, in satisfying requirements of various user segments, without deviating from an overarching strategy.

V. ALIGNING W ITH OVERARCHING STRATEGIES Enterprise mobility strategy has to be viewed in terms of multiple other enterprise business initiatives [10].

These “other” enterprise initiatives are an effective input during the “Creation” process of mobile microstrategies, as well as their rationalization into an overarching enterprise level mobility strategy. Examples of these “other business” micro-strategies or over-arching strategies include: Security, User experience and design, Services oriented architecture, Application development strategy, etc. As discussed in the introduction of the micE model, Security is an over-arching strategy integrated with micE model was analyzed as part of the validation. Resulting Matrix A and B are shown in figure 7 and 8 respectively.

Figure 7: Security Matrix – A for User Segments

Figure 8: Security Matrix – A for User Segments

VI. ALIGNING W ITH ORGANIZATIONAL M ODELS Most enterprises start their mobility venture as point solutions/apps to satisfy specific business needs. After sometime they realize that there is no re-use or sharing of best practices, including lack of visibility on 101

mobile spending due to independent mobility projects done across units in the enterprise. When asking partners for the right management model, terms like Mobile Center of Excellence, Mobile Concept Center, Mobile Innovation Group, Mobile Governance Council, Mobile Technology Center, etc are suggested along with success stories from platform perspective, business perspective and middle ware perspective, based on the partners' product/service line. The idea of having a focused approach to mobility is common in these terms, but how should this group be organized, still remains a mystery for the enterprise as each success story might present a different view.

Four types of organizational models are popular in mobility adoption. They are: 1. Decentralized - This model is characterized by independent mobility initiatives across units/business groups with minimal or no interaction. The interaction between units (if any) to create mobility focus would lack management support to have a focused group.

2. IT Extension - This model involves the IT team creating a Mobility focus group. All mobility projects are managed and executed by this group.

3. Org Extension - This model involves creating a focus group that is spread across units/business groups. The group head ensures there is a common data repository, periodic meetings to share information, group mail list for employee of any unit to post queries and collective decision making/direction setting 4. Centralized - This model involves creating a separate business unit to specifically work/focus on mobility initiatives best suits their needs.

Each of these models makes sense in a specific context. If the enterprise has minimal mobility needs (few projects to mobile enable) due to the nature of its products/services offering or being an SME with limited projects to overlook, then spend visibility on mobility can still be achieved with Decentralized model. It is quite common even for large enterprises to start their mobility journey in Decentralized model. If IT drives all innovation initiatives or is the de-facto group approached by all other units in implementing mobility projects then IT Extension would be the ideal approach. This would ensure that within IT there is groups that can ensure re-use, provide direction, do execution and ensure spend visibility.

If the enterprise following a De-centralized approach initially and then decides to have a focused group for mobility, then it is quite common to have resistance from different teams to have IT Extension as the mobility organizational model. Also the perspective of IT managing the show leading to losing project level control may result in minimal interactions between units, as they continue to have their own separate mobility initiatives. Org Extension is the appropriate model to address scenarios where the knowledge sharing happens across units, with senior management still getting the benefits of a focused group. Finally, Centralized model is appropriate when the enterprise offers mobility products or services. In the centralized mobility model the enterprise is able to manage its product/service line including resources more efficiently. micE being a holistic model that is applied for strategy definition, it is not well suited for a de-centralized model. Due to limited focus on an overarching strategy in Decentralized model, micE would not be an investment enterprises want to make when they are decentralized. micE can be effectively applied in IT extension, Org extension and Centralized scenarios.

VII. BENEFITS AND CHALLENGES The importance of a secure, personalized, contextual, and user-sensitive experience for mobile users cannot be undermined by any enterprise.

“User-centric micE model” has following benefits: • Simplified decision making, as it provides for more contextual approach • Clear measurement of ROI of the mobility initiatives when tied to the users / customers that benefit from these • Faster/increased speed to market, with less number of decisions to make • Flexibility and/or rigidity where required, depending on type of user (external /internal) • Decoupling infrastructure components of mobility solutions (e.g., Mobile Enterprise Application Platform (MEAP), Mobile Device Management MDM) and front-end application solutions) micE model also has several challenges from adoption perspective: • It is a holistic approach and hence requires considerable time and investment • It gives an enterprise wide strategy and the organization model should be able to support that strategy

102

•

Needs support from management in timely decision making on critical areas that will lead to future roadmap • Information needs to be readily available to rationalize the micro strategies in micE micE model is definitely beneficial if the enterprise is serious about having a mobility strategy that needs to be followed across the enterprise for better spend visibility and maximum use of investments.

VIII. SCOPE OF FUTURE W ORK micE model is the base framework that can be used as foundation in building a mobile strategy for the enterprise. Being a level 0 model, it is important to define the higher levels with more details for easier adoption of the model. Applying the model in enterprise context is expected to help in further refining the model and defining the next levels in the model.

The scope of validating the model in aligning with overarching strategies was limited to security in this report. Future work is expected to identify micE alignment with other overarching strategies like User experience design and Services oriented architecture (SOA).

IX. CONCLUSION As the mobile universe explodes, enterprise IT departments and especially the enterprise architecture teams, will be under immense pressure to deliver even more applications across a wider set of platforms. Decisionmaking will be complex, as choices will not only be broad, but also numerous. A defined road-map to an enterprise mobility strategy, created and governed by the enterprise architecture team, with a holistic and “user centric approach”, such as micE model, will make this process simpler, more efficient, and highly attuned to providing business value.

This model is an ideal medium for achieving all of these goals. It can guide enterprises, especially their enterprise architecture teams, in creating holistic mobile strategies while not losing focus of the enterprises’ most important goal – making our employees productive, “on-the-go” and “customer accessible” everywhere.

ACKNOWLEDGMENT The authors wish to thank Ivan Skerl, Pallav Tandon, Arosha Silva and Toan Tran for their contributions.

REFERENCES [1] Phillip Redman and Paul DeBeasi, Mobile Enterprise Strategy Key Initiative overview, Gartner ID: G00214575, 2011.

[2] Karen Shegda, M. Gilbert, R. Mark, Kenneth Chin, W. Andrews, and Tray, Predicts 2012: Plan for Cloud, Mobility and ‘Big Content’ in Your ECM Strategy, Gartner ID: G00227435, 2011.

[3] Leif-Olof Wallin, Gartner’s View of Enterprise Mobility, Gartner Press: G00149888, 2007.

[4] Robin Simpson and Audrey Apfel, How to Score, Compare and Prioritise Mobile Projects Based on Business Value, Gartner Press: G00162247, 2008.

[5] Nick Jones and William Clark, How Many Mobile Development Tools Do You Need?, Gartner Press: G00162365, 2008.

[6] Nick Jones, The Case for and Against Device-Specific Mobile Applications, Gartner Press: G00160659, 2008.

[7] Julie A. Ask, How To Build A Mobile Web Site - Choosing An Approach To Meet Your Objectives CostEffectively, Forrester Research, 2010.

[8] Mike Healey, Research: The OS Mess (R2890711), Information Week, July 2011 [9] William Clark and Michael J. King, Critical Capabilities for Mobile Enterprise Application Platforms, Gartner Research: G00212257, April 2011 [10] William Clark and Michael J. King, Magic Quadrant for Mobile Enterprise Application Platforms, Gartner ID: G00211688, 2011.

[11] Ian Finley, Van L. Baker, Ken Parmelee, David Mitchell Smith, Ray Valdes and Gordon Van Huizen, Magic Quadrant for Mobile Application Development Platforms, Gartner Press: G00248487, August 2013.

103