SAP SMP 3.0 - A fresh approach to mobile development and open standards
I spoke with Carolyn Fitton, SAP mobile marketing, about how SMP 3.0 isn’t just about bringing together its various mobile platforms and assets, but how the platform is designed with developers and the latest open standards in mind.
What’s so special about app wrapping?
Got a chance to catch up with Milja Gillespie today at SAP TechEd in Las Vegas to discuss app wrapping and it’s advantages in the enterprise.
Photos from the Opening Keynote at Mastering Mobility in Melbourne
Just a few shots from the Mastering Mobility conference in Melbourne Australia. It was a lot of fun to have the opportunity to deliver the opening keynote on mobile strategy. Big thanks to the folks at the Eventful Group for putting on such a great event!
25 Things Influential People Do Better Than Anyone Else
I was honored to find that I was named as part of the Forbes article 25 Things Influential People Do Better Than Anyone Else. Check out the article and see if you agree!
remotelyMOBILE named 2013 must read IT blog for 2nd year in a row!
For the 2nd year in a row remotelyMOBILE has been named one of the 50 must read IT blogs by Biztech Magazine. I am honored to share the list with such other great blogs as:
- A Screw’s Loose - Brian Katz
- Sepharim Group - Bob Egan
- Chief Mobility Officer - Visage
- Mobile Edge - Galen Gruman
- Data Center Pulse - Mark Thiele
- Rob Tiffany - Mobile Strategist
Thanks to everyone who voted! Check out the full list here.
Mobile Has to Matter
This article was originally published on Sept 3 2011 on HP’s September issue of Discover Performance
Mobile influencer Benjamin Robbins describes how enterprises can approach mobility to improve the enterprise, revitalize IT, and, most importantly, serve the user. There isn’t an enterprise on the planet today that doesn’t recognize the value of mobility—not just to customers but also to employees. But mobile has emerged as such an important way of transacting business that some organizations get psyched out when they try to define their approach it. We spoke with Benjamin Robbins, co-founder of enterprise mobility consultancy Palador, on how enterprises should think about mobile and the role that IT leadership can play in a self-service world of cloud and automation. Perhaps surprisingly, he said that, in some ways, mobile is no big deal.
Q: How do most enterprises view mobile? How does that contrast with how they should view mobile?
Benjamin Robbins: Companies should not look at mobile as a separate, siloed piece of technology. Mobile should, at its core, support the company’s objectives. Companies don’t have a laptop strategy or a PC strategy. Mobile is no different—it’s just a technology that needs to support the business. The way to avoid that is to always ask why. Why are we doing this? How does it support whatever aspect of the business we want to support? How does it help move us forward?
Q: Why do most enterprises have a hard time seeing mobile as just another tool in the toolbox?
BR: People get excited and think of it as special because anytime, anywhere connectivity to apps and services is a different compute paradigm. When you’re at a client site, you used to say, “I can send you that file when I get back to the office.” But mobile shortens the cycle. Whenever there’s a need, the ability to execute is much shorter. That’s exciting for organizations, but they have to stick to the core mission and ensure that mobility supports those core business processes.
Q: Where are enterprises messing up mobility?
BR: They’re tripping up in a few areas. First, there’s the traditional way of doing IT that has a really PC-centric sense of things like security and network. But now you have people bringing their own devices to work, and IT doesn’t always want to make the shift to handle it. Second, employees can now be their own IT. Everybody doesn’t have to have the same app—maybe you like QuickOffice, maybe I like something else—and IT doesn’t intuitively know how to handle that. Third, the whole idea of “network” is changing. Network used to be a physically bounded thing you had to plug into. All of that is changing, and organizations are tripping up because the mentality of IT isn’t changing.
Q: That seems like an issue for IT leadership.
BR: Yes, I think enterprises need to get to a place where IT leadership understands that IT’s role is changing but it’s not being eliminated. Business units have the knowledge and budget to drive services they need. However, they lack the technical heft. IT’s role is to enable those services, guide those services, understand existing capabilities in the marketplace, and play a support role in implementation. Business units don’t normally have the expertise to manage those things long term, so they need a partnership with IT. You really need IT leaders who don’t view their primary job function as cost cutting. It’s got to be about enabling people, not saving money.
Q: How does a visionary IT leader get the CIO and CFO to agree that cutting costs, or languishing with flat budgets, is not the way to manage IT?
BR: It is very simple. It involves the right attitude combined with the right metrics. First, organizations need a CIO and CFO who understand that there is a shift taking place, where technology is first being approached as an operational expense rather than a capital expense. Businesses need to exit the business of owning technology and spend the cycles instead on figuring out how services will advance the core business. This eliminates the attitude of treating technology as just another utility to be managed, like electricity or garbage. Second, as with any technical project, the “why” must be tied to ROI. CIOs should be able to answer how any project, be it mobile or not, advances the mission of the organization, and what sort of metrics are being used to measure the success of the investment. Mobile in no way should eliminate the need for fiduciary responsibility. The CIO should have no trouble drawing a line between technical budgets and organizational need.
Q: What kind of expertise will IT bring to the table, now that the business can generally help itself to the services it needs?
BR: The BUs get really excited about something, but might not see the bigger picture. One BU might get super-excited about a service and dump a bunch of data into it, and use it for a year before realizing it’s not what they need. Then they have to get that data out and don’t know how. IT can help with that—and help prevent that from happening in the first place. Plus, you need people who can go deep into the data. Data streams are at the core of business value, so it’s imperative to have people who can manipulate and manage data beyond an Excel level of expertise.
Q: You spent a full year working only on a mobile device. What were the biggest insights you gleaned that might be helpful to enterprises working on a mobile strategy?
BR: I think that organizations, as part of their mobile policy, should advocate that it’s really important to maintain a healthy connected balance. If you say “we don’t need mobile,” you’ll fail, because competition will fly by you and you won’t know what happened. But by the same token, if you expect people to be connected 24/7, you’ll burn people out, and the organization will suffer, too. If you send someone an email, does it really matter that they get back to you in two minutes vs. two hours? The important thing about mobile isn’t making people use it all the time—it’s using it in the right instances. Here’s an example. There’s a medical device company and their sales team had to get in front of surgeons. They found that with mobile devices, they could get right in front of surgeons while they’re scrubbing up for the next surgery. You couldn’t do that with computers, but with a tablet you can do that. A mobile strategy shouldn’t be about being constantly connected; it should be about using the technology in the right way at the right time.
Enterprise Mobility is No Game
EA games (Electronic Arts, Inc.) recently released Plants vs. Zombies 2. Plants vs. Zombies has to be one of my favorite games to play on my mobile device. For those of you that don’t know, Plants vs Zombies is what’s known as a tower defense game. The object is to eliminate enemies as they attempt to cross a map. This is done by strategically placing artillery, mines, walls, etc. in the path of the approaching enemy. In the case of Plants vs. Zombies, instead of artillery, players place objects like pea-shooting plants to defeat zombies as they try to reach your house and eat your brains.
This follow-up to the extremely popular first version achieved over 16 million downloads in less than a week. However, there is one catch—it’s only available on iOS. For those of us on the Android platform, which by the way has almost 80% of the global mobile market share, we are out of luck. And with no Android release date in sight, non-iOS users are left in the lurch (bad zombie pun intended).
There are definitely financial reasons for this approach with consumer apps. For example, iOS users spend more money on apps and in-app purchases. Also, many organizations are allowing consumerization practices to influence business methodology and decision making. However, this single OS approach to app development should, categorically, not be followed by the enterprise.
Enterprise app development must take a very broad device approach. In the world of Bring Your Own Device (BYOD) there is no guarantee what devices employees will show up to work with. In order to achieve the most return on your mobile investment you should aim to support the most number of users. The allure of the simplicity and controlled nature of devices’ homogeneity is a limited strategic approach. The popular device of today will be replaced by the next cool device of tomorrow. This will lead to a never-ending cycle of playing catch-up that will be cost prohibitive.
Enterprises need to anticipate supporting the vast array of ever-changing devices on the market. Combine BYOD with the notion of the Internet of Things, and enterprises have even stronger justification for a diverse mobile approach. Anything short of a heterogeneous approach to mobile devices, apps, data, and management will paint your mobile strategy into a digital corner where you will be stuck waiting for the paint to dry.
When it comes to mobile app development, how can businesses overcome and address an ever-expanding ecosystem of device proliferation? There are platforms available for developers that do a decent job of bridging the gap between the different mobile operating systems. Platforms such as PhoneGap, Appcelerator, and Sencha allow developers to write the application in a single language that then compiles to a native app. There are some drawbacks to this approach. As much as we love the development process to be write once, use many times, cross-platform development tools still require some tweaking per OS. However, these platforms will get you 95% of the way there.
Your device management strategy needs to be heterogeneous as well. While Samsung and the upcoming iOS 7 release will offer device management and enterprise services, a single platform approach to managing devices is a step in the wrong direction. This convenience of built-in services that are vendor-based is greatly outweighed by the need to have an enterprise mobility management strategy that is flexible for the future. Organizations would be better served to explore one of the many mobile management solutions available to support a wide variety of devices, have app management, and ultimately provide information management.
As hardware diversity increases, organizations need to not only display data on various devices, but also collect data from an ever-increasing range of devices. This could include IT infrastructure, manufacturing equipment, and even display cases. The cost of embedding Internet connectivity is approaching negligible. With this hurdle removed, the matrix of connected devices in an organization is only going to grow. Is your organization prepared for this sort of dynamic addition of mobility? Are you thinking A to Z or just Apple and Android?
The consumerization of IT does not have to mean that the enterprise takes every aspect of the consumer approach and translates it directly into a business strategy. Enterprises that approach BYOD as BY-iOS-D will find they have a left-out and frustrated user base alongside an inferior position for the future. Like tower defense games such as Plants vs. Zombies, organizations need a broad heterogeneous strategy to anticipate and manage the onslaught of mobility. The inability to predict new devices and methods of connectivity necessitates this approach. There is and will be no single dominant mobile end point. Why play like there is?
Smartwatches are NOT the Next Big Thing
Yesterday Samsung and Qualcomm announced competing smartwatch products. This is the opening salvo of many announcements from companies such as Google, Microsoft, and purportedly Apple. Smartwatches, the latest next big thing, bring some of the capabilities we have grown to love in our smartphones and place them conveniently our wrist. But do smartwatches really deserve to be called the next big thing?
We are quickly moving into an age where the information we need access to will be displayed seamlessly on any number of devices. Some of these displays will be big, such as monitors and TVs. Some will be small, such as smartwatches and phones, and others in between. However, the end display will only be important to the point that it will dictate how a user can practically interact with the information that is being displayed. If done properly, the end device and its operating system should fade seamlessly into the background and be inconsequential to the user.
Years of PC dominance have conditioned us to think of computing as a self-contained entity. Our use-cases were limited to our proximity to the office. I could do computing as long as I was in the confines of my office. We crawled out of the water and onto dry land with the advent of laptops and the Internet but still needed to retreat to the PC to sustain us. In the mobile age, we have left the pond but still act and think like we are caught in the muck. We dabble with computing across simultaneous devices, but have yet to fully exploit it.
Ultimately, all these devices are just little windows into what we need, want, and should be interacting with. They provide the opportunity for a continuous computing experience. Any one device should be on hand at our convenience to fit the way we want to interact. We should treat them as disposable terminals that should bend to our needs rather than the only means possible to access and interact with the information we need.
This is where casting a single device type as the next big thing is the wrong perspective. The trouble with focusing on a single device, such as smartwatches, is that you end up isolating the use cases rather than envisioning how each fits into a bigger ecosystem. You treat each device like a PC rather than a part of an always accessible whole. It potentially loses the perspective of figuring out how the device can actually improve the lives of the end users, rather than just create another kitschy gadget that ultimately creates more headache than it’s worth.
The next big thing isn’t going to be a device, but the use-case scenarios that these connected devices, be they phones, watches, glasses, tablets, car dashboards, or flexible display, bring to bear by working in concert with other technologies. The industry as a whole would do better to focus on the bigger picture rather than the form of how the information is delivered.
Case in point — when the ground began to shift under the music industry’s feet thanks to digital file compression and the Internet, the industry doubled down on locking in the status quo experience. They were only capable of thinking of the end user experience in terms of broadcasting — mass distribution via radio stations and CDs. But the world was quickly moving away from broadcasting toward narrow casting, and ultimately to on-demand. The consumer continued making an end run around the industry despite its best efforts. Apple’s iTunes eventually capitalized on this trend by marrying technology with capability, thus paving the way for new forms of experience.
Forward thinking companies are doing the same in mobile that Apple did with music. They are developing use cases that will tie all of these display options together. They are thinking about the interaction between individuals and these devices. This is the Internet of things meets mobile, meets big data, meets cloud, meets contextual computing. To win it’s going to have to be one big seamless ecosystem in the end. We need to adopt a fresh perspective on how we can continually be connected to our computing needs. Calling out a device type at the next big thing sets us back.
A watch is just a paltry component of a much bigger shift in capability that will involve devices, connectivity, data, context, and cloud. Devices are a small part. Looking at the device as the next big thing is akin to thinking that a flat screen television somehow improves upon the quality of shows and content that are viewed on it. While the announcement of an additional wrist screen is great for news cycles, it must be placed into context of the bigger shift in computing that is happening around it. As the famous Zen saying goes, the finger pointing at the moon not the moon. We’d do well to separate the window from the bigger picture.
Stop Wasting Your Time with Mobile
I hate receipts. Not just hate them, I loathe them. They are nothing more than pocket clutter—an anachronistic holdover from an analog age that I can’t wait to disappear. I can envision myriad ways that mobility can improve upon the lowly paper receipt. Electronic payment seems like the obvious answer. Simply walk up to the register, tap/scan, sign, and you are done. No fuss, no muss, and most importantly, no receipt. But, as much as I detest receipts, the current experience of electronic payment is massively underutilizing the platform’s potential. It is akin to using a tower crane to pick up a penny. Mobility must drastically alter the experience or it risks being a waste of time and resources.
I live in Seattle, home of the famed coffee juggernaut Starbucks. Here you can find a Starbucks coffee shop on every corner in downtown, and sometimes two or three. So I was pleased when I learned that Starbucks was partnering with Square Wallet to accept mobile payments. I thought my afternoon coffee experience was going to leap into the future. After the much-publicized bumps in deployment were worked out, I was disappointed to find that there wasn’t much difference in the payment experience. Instead of pulling cash or card out of my pocket I had to pull out my phone. I didn’t have to sign anything but I did have to select the location and slide to pay. Yes, it was a mobile experience, but it had not really made a difference in my life.
Simply replacing the existing process with same process done via a mobile device usually yields no benefit. Yeah, it’s slick and sexy, but it’s only managed to change which piece of plastic we pull out of our pocket. Instead of grabbing a debit card, I grab my phone. In terms of the steps, the experience is basically the same. It lacks innovation, is tied to the way it has been always done, and only puts a fresh coat of paint on an old outhouse.
Besides the fact that you are not improving the approach, you are missing an opportunity to alter the experience, to find efficiencies in the overall process that only a mobile platform could afford. I pick on this aspect of consumer tech to make a point. However, enterprises are no better off. They are making the same mistakes, or worse, in their approach to mobility. In fact, many enterprises aren’t even making it sexy, it’s just the same bad process displayed in a much smaller window. They mistakenly think they are “going mobile” by offering a mobile interface when all they’ve really done is gone small.
You can see where the enterprise would get it wrong. It is too easy a trap for an engineer or analyst collecting business requirements to just ask how the end user is currently doing such and such a task. From that point it just gets coded that way. This is how processes become entrenched. Along with that, many end users worry that efficiency and improvement mean elimination. They are concerned that their job might be cut and don’t realize they might get to work on higher-order problems.
Luckily, the current Starbucks mobile payment experience isn’t the final word. In fact, their mobile payment partner, Square, actually has further functionality that is not yet implemented at Starbucks. Square allows users to set frequented merchants for Hands-Free Checkout. This means you can walk into the store, select what you want, simply say, “Put it on John Smith,” and walk out. Your purchase is then applied to your credit card. Now that is a change in experience. I don’t have to pull anything out of my pocket, I don’t have to sign anything, I don’t have to bother with a receipt. I get what I need and am on my way in a much more efficient manner.
Enterprises should take their cue from this approach to a change in the experience and efficiency. Some enterprises get it and leverage mobility as an opportunity and excuse for a business process re-do. Others only use mobility as a facade. The trick is to stop spending time looking at how we work and start looking at what we are working on. It is easy to get stuck in the “how” rut. This narrows the field of vision to intermediate steps. It restricts our approach to the tactical. But enterprises need to think like Square and look for strategic changes that re-imagine the work experience based on the capabilities of the platform rather than the way the process currently works.
Enterprises must take the time to look at what the end objective is. The resultant change may be bigger in scope than imagined. It may involve business process, it may involve new infrastructure, it may even involve an org change. But to wholesale just swap out the current process to fit on the screen of a mobile device is a waste of resources and, most importantly, opportunity. Those that get it will soar; those that don’t will sink. You will gain very little through porting the same tired process from the PC over to mobile. Stop wasting your time with mobile. If you can’t do it right, don’t bother. You are better off with your existing processes. Like a paper receipt, at least people will know how to ignore it and toss it aside.