Press release – November 11, 2014
The advent of mobile has forever changed the role of a CIO, which was once focused largely on designing and managing core internal infrastructure and technology. Today, the responsibility of the CIO has expanded far beyond the network to support a growing mobile workforce and customer base.
According to a multiyear IBM Study, by 2018 CIOs will become critical decision makers responsible for spearheading an organization’s strategic vision—working with business leaders company-wide to improve business analytics, employee collaboration and customer engagement.
One piece of technology vital to this expanding role is mobile. The ubiquity of mobile enables enterprises to reach and interact with their employees and customers like never before.
Although mobility among enterprise employees doubled between the end of 2010 and 2013, IT departments have yet to capitalize on the full potential of mobile. It is imperative that organizations take advantage of this opportunity by creating an enterprise-wide mobile strategy that delivers ROI across the entire organization.
Taking a holistic approach to mobile will improve the chances of success as enterprises strive to mobilize a variety of operational processes and communications across the organization. As technology adoption and supporting processes are typically slower in the enterprise, CIOs must partner closely with their C-level counterparts.
A critical challenge facing many CIOs today is keeping key stakeholders on the same page—only then can they create an effective company-wide mobile strategy to achieve their business goals. CIOs should consider the following four key points when developing a holistic mobile strategy:
1. Identify your business objectives and end user goals. What problem(s) are we attempting to solve? Are we trying to improve the customer experience, increase loyalty, drive revenue or reduce costs? Having the objectives and end user goals top of mind will help you in the next step of discovering customer touch points, processes or opportunities for adding value with mobile. We call these “mobile moments.”
2. Once you find your mobile moments that need improvement, you should consider which mobile channel to leverage – mobile app, web or messaging. Important factors to consider include the task at hand, richness of experience, how to reach your target audience, and the costs to support these efforts. For example if I want to provide a better holistic banking experience, I might build a mobile app. On the other hand, if I want to be able to send immediate fraud alerts to all of my customers, then I’ll opt for text messaging, since not all customers will use my app.
3. Next you’ll need to decide how to deliver on your objective. Will your mobile solution be built in-house, or will your purchase it from a 3rd party vendor, or perhaps a hybrid of the two? You’ll need to consider your company focus, how much technology you want to ‘own’ and how you want to best allocate resources.
4. Lastly, if you select a partner solution, you’ll need to seek partners who can serve your immediate needs, as well as enable you to scale and expand your mobile engagement services across the organization. You’ll also want to consider companies with proven mobile industry experience and financial stability.
Today, the number and type of enterprises adopting mobile to communicate with their employees and customers is growing rapidly. IT professionals responsible for recommending strategies for mission-critical technologies and processes must be prepared to advise accordingly.
We need to leverage mobile technology to our benefit – not just because it’s good business, but because our customers and employees expect it.
By working with the business leaders in your organization, you can get ahead of the curve and provide the guidance needed to plan, select and implement mobile engagement across your entire business.